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COLLEGE ANNUAL [ 

BUSINESS MANAGEMENT! 



JOSEPH ALMARS 



COLLEGE ANNUAL 
BUSINESS MANAGEMENT 



Compiled bt 
JOSEPH ALMARS 

UNDER DIRECTION OF THE 

Art Crafts Guild 



Published by 
ART CRAFTS GUILD 

(incorporated) 

CHICAGO 



Copyright 1S2& by the 
ART CRAFTS GUILD, Inc. 

CHICAGO 



©C1A695432 



uAN 15 1323 
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SECTION I 
THE PROBLEM AS A WHOLE 



CONTENTS 

Page 

General Discussion of Work Ahead 5 

The Business Manager 6 

Importance of Position 6 

The Manager's Work 6 

Financing or Getting Funds 6 

Making up the Budget 6 

Planning with Editor and Staff 7 

Selling Plans 7 

Making Contracts 7 

Distributing Books 7 

Collecting the Money 7 

Banking, Accounting, Reports 7 

Outline of Proceeding 7 

Causes of Failure 8 

Nothing Succeeds like Success 8 

A Liberal Education 8 

A Road to Bigger Things '9 



GENERAL DISCUSSION 
of WORK AHEAD 



While it is a signal honor to be chosen Editor 
or Manager of a School Publication, the stu- 
dents so honored soon realize that they have a 
vast amount of work ahead of them. They 
realize also that it is work in which they have 
had little or no experience, and that it involves 
the assumption of some very real responsibility. 

To allay any possible feeling of misgiving 
or apprehension upon the part of those who 
have been placed in these positions of respon- 
sibility, to inspire in them a greater degree of 
confidence by making them more conversant 
with their work, to answer the thousand and 
one questions that will come up and to help 
them in every way possible to solve the prob- 
lems that will confront them, we have pre- 
pared this series of lessons. We trust that a 
careful study of their contents will smooth the 
path and lighten the labors of your staff and 
help you in many ways to make a complete 
and decided success of your publication. 

Professor Morrow, who has for years been 
Faculty Advisor of the "Rhetor", the splendid 
Annual of the Missouri State Normal School, 
and who has, through his careful business guid- 
ance, helped many a "Rhetor" Manager to 
win success, has this to say regarding College 
Annual Management. 

"According to an old adage, 'Providence 
takes care of children and fools.' Whether 
this confidence in the protecting care of Provi- 
dence is really justified by experience or not, 
it is certain that neither of these should at- 
tempt the publication of a College Annual. 

"In spite of this evident fact, however, ob- 
servation has long since convinced us that those 
who undertake such a task are prone to exer- 
cise a certain blind faith in Providence, es- 
pecially concerning the financial outcome. In 
some instances, the class or school simply get 
together and decide that the publication of an 
Annual is the thing because others do it. Then 
a few leading spirits proceed to throw the 
material together and get out the book with 
reckless disregard of business principles, only 
to find themselves and their fellows, in the 
end, hopelessly entangled financially and pain- 



fully embarrassed because of the poor appear- 
ance of the publication. 

"In other instances, the work of getting out 
the Annual is 'farmed out', to one or more 
enterprising young fellows who assume the re- 
sponsibility for the character of the book and 
the financial risk of the venture. It thus 
becomes, in reality, a private business venture 
rather than a genuine product of the Co-oper- 
ative activities of the school or class. 

"In the former case, lack of foresight and 
organization leads to confusion and practical 
failure. In the latter, questionable methods, 
mistaken for shrewdness, are frequently re- 
sorted to because of a desire for profit on the 
part of the risk takers. In either case, the 
youthful adventurers are often subjected to 
temptations, either incidentally or in the nat- 
ural course of handling large business or pur- 
posely by designing persons and, being weak 
or inexperienced, fall into disrepute. 

"Both methods are bad. The former does 
possess the virtue of attempted co-operation, 
but lacks efficiency and the educational value 
of definite organization. The latter, perhaps, 
possesses the virtue of efficiency but is utterly 
lacking in co-operative spirit and leads more 
surely toward shady business practices. 

"An ideal plan for the publication of an 
Annual involves the essentials of both the 
above methods, supplemented by the earnest, 
sympathetic guidance of mature minds stored 
with helpful, artistic, literary and business 
knowledge and experience, not dictators, but 
wise and willing Counsellors. 

"Such a plan secures the undeniable advan- 
tage of organized co-operation on the part of 
the class or school which thus becomes a going 
business concern, furnishing the working cap- 
ital and assuming financial responsibility for 
the undertaking. It also secures the essential 
centralization of executive authority in a 
chosen staff who assume responsibility for 
the building of the book in detail and making 
the business go. Above all, it secures the full 
benefit of well seasoned counsel and insures 
that sense of common purpose on the part of 



College Annual Business Management 



the student body and the faculty, which is so 
much to be desired. 

"In short, such a plan complies fully with 
the accepted principles of modern business and 
for this reason, commends itself especially. 
And best of all it works for the very simple 
reason that the publication of a College An- 
nual is not a lark, but a genuine business 
undertaking worthy of our most earnest con- 
sideration. We know that it works to the 
entire satisfaction of all parties, for we have 
tried it faithfully for many years. 

"The successful accomplishment of such a 
task is a laudable ambition for the young 
people of any school and should be encouraged, 
not only because of the community value of 
the book, but because of the educational value 
of practical training in modern business meth- 
ods necessarily involved, in the proper plan- 
ning, publication and delivery of the book. 

"Avoid careless methods as you would a 
plague. They lead to disappointment and 
possible scandal. Stick to tried and accepted 
business methods, and by such means satis- 
faction and success are assured." 



The Business Manager 

As is the case with any publishing business 
the duties are divided between production and 
business management, the latter including sales 
effort. While the work of production, artistic 
creation and details falls largely on the Editor, 
the Business Manager has financial responsi- 
bilities that are fully as important. He is the 
man who is responsible for the success of the 
book. If the book is not a financial success, 
it is usually considered a failure, even though 
it may be well edited and a beautiful specimen 
of engraving and printing. 



Importance of Position 

The average business manager does not 
realize the responsibility that rests on him 
until too late. 

He it is who must raise the money with 
which to publish the book. He must see that 
the editor does not plan things too expensive 
for the income of the book. He must sell the 
advertising, and conduct a subscription cam- 
paign. If he is a good manager he can insure 
the success of the book financially, — and we 
say again, a book that isn't financially success- 



ful is a failure, no matter how good its contents. 
An annual can be made an artistic success, it 
can be made a literary success, but will never 
be a financial success if, after the issue, there 
is not enough money to pay all the bills. 

It is therefore with the Business Manage- 
ment that this course of instruction deals. The 
Editing of the Annual is dealt with in another 
work. 



The Manager's Work 

The work of the Business Manager falls, 
roughly speaking, into the following groups. 
They are discussed only in a general way in 
this Section so as to give you a "bird's eye 
view" of the situation as a whole. Each feat- 
ure is dealt with in detail in later sections. 

1. Financing or Getting Funds 

2. Making up Estimates and Budget 

3. Working out Plans for the Book with 

the Editor and Staff 

4. Plans for Selling the Books which in- 

clude Advertising 

5. Making of Contracts 

6. Distributing the Books 

7. Collecting the Money 

8. Banking and Accounting, Making Re- 

ports, Etc. 

Financing or Getting Funds 

First in regard to getting funds. This is 
"The" part of the Manager's work, for ideas 
are worthless without the money to carry them 
out. Funds, aside from advertising and sale 
of books, may come from assessments of groups 
whose pictures will be in the book, and which 
are organized and able to pay; assessments of 
class members having individual pictures; con- 
tribution from school or faculty, proceeds of 
class plays, movie entertainments, socials and 
other sources taken up in detail later in this 



Making up the Budgets and Estimates 

In order to work intelligently with the 
Editor and Staff in making plans for the 
book, a budget should be determined on as 
soon as possible. You will in all probability 
deviate more or less from this budget but it 
forms a base of operations from which to work. 
Always plan for twenty per cent or more than 
you think you'll need. 



The Problem as a Whole 



7 



Planning with Editor and Staff 

In regard to working with the Editor and 
Staff you will probably find that you and the 
Editor will have to furnish most of the ideas. 
You will form the policies and the Staff will 
carry them out. A good plan is for the two 
of you to meet before each staff meeting and 
make your plans, offering them to the staff 
for suggestions and criticism. The staff mem- 
bers are not so much in touch with conditions 
as the Manager and Editor and often get a 
one sided view of matters. Although you will, 
no doubt, get many good suggestions from staff 
members, yet you'll no doubt find that you 
will have to suggest most of the general ideas 
and that the greatest value of the staff will 
lie in carrying out these ideas. 



Selling Plans 

Plans for selling the books, which include 
advertising can best be dealt with in detail 
in a succeeding section. Suffice it to state 
here that this part of the work is one of the 
most important, if not the most important of 
all. 



Every effort should be made to get an early 
start on the work so that this all important 
matter of distribution may go smoothly. Bet- 
ter have too much time than not enough. 



Collecting the Money 

This can best be covered in detail later. 
Enough here to state that it takes oats, and 
water too, to make the mare go. 



Banking, Accounting, Reports, Etc. 

Be businesslike. Use modern business meth- 
ods for a modern business problem. The 
thousand and one details and transactions 
involved in the publication of an Annual 
cannot be carried in anyone's head. Start 
right away to make records of everything of 
any importance. You'll not only find it es- 
sential as you go on with the work but also 
the finest kind of training which will stand 
you well all through life. 



Making Contracts 

In regard to making contracts, the Business 
Manager cannot be too careful, not because 
the concerns you deal with are dishonest but 
because in publishing an Annual there are so 
many, many chances for misunderstanding. 
Changes usually cost money and you should 
therefore have everything planned in detail as 
nearly as possible before entering into con- 
tracts. You will find variation in prices, 
particularly among printers and photographers 
and you must watch these closely so as not 
to sacrifice quality for price. Cut quantity 
rather than quality and have a time limit 
and forfeit to all contracts involving photo- 
graphing and printing work. Remember that 
every mistake in the copy sent to printers or 
engravers affects every copy of the Annual. 
Have a contract for every transaction not a 
cash sale or purchase. 



Distributing the Books 

One of the great factors of success in this 
js to have the books to distribute on time. 



Outline of Proceeding 

The following outline will indicate approx- 
imately the times of the year when the various 
parts of the work should be handled. 

Preceding Spring 

1. Election of Business Manager and Ed- 

itor Early 

2. Preliminary Estimating 

3. Book Planning 

4. Contracts 

(a) Engraving 

(b) Printing 

(c) Paper Stock 

(d) Photographs 

(e) Specials 

Preceding Summer 



Planning a Campaign for Advertising 
Developing Plans for Book Sale 
Developing Administrative Plans 

(a) Accounts 

(b) Purchase of Supplies 

(c) Filing Systems 

(d) Planning of Letterhead 



College Annual Business Management 



Fall 

8. Selection of Staff 

9. Advance Book Sale (See Art Crafts 

Advertising and Sales Campaign) 

10. Collection of Senior Insert Fees 
Collection of Organization Accounts 

11. Binding Contract 

12. Advertising Campaign 

Winter 

13. Second Advance Book Sale 

Spring 

14. Closing up of Delinquent Organization 

Accounts 
Advance Collections of Advertising 

15. Distribution 

16. Final Report 



Causes of Failure 

We have learned from years of observation 
that, when an Annual fails the Business Man- 
ager is responsible four times out of five. 
There are a number of causes to which this 
can be attributed. 

First. The failure of the Manager to recog- 
nize his responsibility and get down to hard 
work. 

Second. Failure to get sufficient subscrip- 
tions and advertising blanks signed as early 
as possible in the school year. 

Third: Failure to collect all, or at least half, 
of the subscription money in advance and de- 
posit it in a bank. 

Fourth: Failure to estimate correctly. By 
all means work out a budget and raise at least 
twenty per cent more than your estimated ex- 
penses, then you will make your book a finan- 
cial success. 



Nothing Succeeds Like Success 

Much has been said in this opening Section 
about failure, too much, perhaps you may 
think. However, it has been stated merely 
as a warning. 

There is absolutely no reason why a College 
Annual cannot be made a great success if busi- 
ness methods are used and an early start made. 
In fact, if this is done, the Annual cannot very 
well help being a success. 



Laxadaisical methods are to blame for fail- 
ure. 

Business methods will bring success 
Hard work will accomplish anything 
Time is everything 
Procrastination kills everything 
Plan your Work — Then 
Work your Plan 



A Liberal Education 

Getting out an Annual is an extra liberal 
education in itself. It will teach you pluck 
and perseverance, and give you judgment; it 
will give you ability to think and act quickly. 
It will teach you to look at things in a broad 
light and to interpret them to others in an 
interesting way. It will teach you to write, 
to talk and to be a good business man — if you 
work conscientiously. 

Not everybody has the chance you have to 
show your mettle. Keep at it and you will 
always be proud of your achievement — and 
your real education will not have suffered at 
all. 

Because you are doing a great deal of work 
on the Annual, you will learn to use time more 
economically — you will learn to study effi- 
ciently. 

To quote Allan Abbot: — 

"After some years of experiment and obser- 
vation, I am confident that school publications 
affect in more important ways than at first 
appears, both the Editors and the School as 
a whole. The editors gain a medium for the 
expression of literary and artistic talent and 
of opinion on school topics. They gain in- 
fluence in the School of a kind frequently 
monopolized by the athlete. They gain defi- 
nite training in writing for a market, under 
the sharp criticism of their mates; and in- 
cidentally a good deal of technical knowledge 
of typography, proof reading and the like. 

They gain — what literary young folks are 
apt to need — the power to work in groups, 
instead of individually. They gain in respon- 
sibility, from the necessity of fulfilling obli- 
gations to subscribers and advertisers, business 
obligations, for which the ever-ready excuse is 
no substitute. And they experience from these 
opportunities and responsibilities, the kind of 
appeal that we teachers find so difficult to put 
before the clever, but self satisfied pupil; an 



The Problem as a Whole 



appeal to rise above the dead-level of medi- 
ocrity. Mediocrity cannot run a good school 
Annual, neither can lazy cleverness. A Pub- 
lication that is worth a Gentleman's mark of 
C is not worth a dollar — it stimulates and 
vitalizes a composition work, it distributes 
news, it keeps a permanent record, not only 
of events, but of legislation — it stimulates 
the activities of societies; it binds the alumni 
to the school, and often reveals to the prin- 
cipal tendencies in student thought and opinion 
that are worth consideration and may help 
to shape policies. 



A Road to Bigger Things 

Handling the business end of an Annual 
means a splendid opportunity for obtaining 
experience and comparing the different meth- 
ods and systems of various business houses. 
The little courtesies of commercial correspond- 
ence may be observed in the letters of almost 
any corporation. It is interesting to note the 
various styles of composition. One feature will 
be apparent immediately — that is, in this age 
no business can be carried forward without 
system and courtesy. 

The Business Manager must begin and con- 
tinue throughout to back up his work with 
real system. Verbal and telephone agreements 
should be confirmed in writing, with copies 
retained for filing, if they are of any conse- 



quence whatever. No letter, telegram or con- 
tract should be forwarded without keeping a 
clear copy, bearing the date, for filing. Book- 
keeping records should be kept so accurately 
and posted so promptly that the state of 
affairs and the finances of the enterprise may 
be seen in a moment. 

The Manager should bear in mind that 
success achieved in the handling of a College 
or High School Annual may be the Road to 
Bigger Things in the Business World. 

It is very interesting to know that a former 
Advertising Manager of the Minnesota An- 
nual has climbed to the position of President 
of one of the largest Advertising Agencies in 
the United States, an authority on the subject. 

A University of Illinois College Annual Man- 
ager, who made a splendid success with the 
book, obtained a position as Advertising Man- 
ager of one of the largest Cement Corporations 
in the world. He is today recognized as an 
authority on Cement Advertising and receives 
a large income for his efforts in that field. 

Successes like those mentioned are ample 
evidence that there is a reward waiting for 
good conscientious, creative thinking on the 
part of the Business Manager who makes a 
success of his publication. 

Dig into the Business Managership problem 
and make a success of it. Your entire future 
career may depend upon the work you will do 
on your College Annual. 



SECTION II 
ORGANIZATION 



CONTENTS 

Page 

Correct Placement of Staff 13 

Of What an Annual Consists 13 

Make up of Editorial Department ~ 13 

Duties of Each 13 

Editor-in-Chief 13 

Assistant or Associate Editor 14 

Senior Section Editor 14 

Alumni Editor 14 

The Literary Editor 14 

Art Editor 14 

Music and Dramatics Editor 14 

Athletic Editor 15 

Humor or Joke Editor 15 

Society Editor 15 

Calendar Editor 15 

Snap Shot Editor 15 

Representatives of Other Classes 15 

Faculty Adviser 15 

Business Manager, His Staff and Duties 15 

Responsibilities 15 

Assistants 16 

Manager's Duties 16 

Duties of Assistants 17 

Advertising Manager 17 

Circulation Manager 17 

Accountant 17 

Use Business Methods 17 

Departmental Co-Operation 18 

Start Early 18 

Margin of Safety in Time 18 



ORGANIZATION 



Editor-in-Chief 
Assistant Editor-in-Chief 
Business Manager 
Assistant Business Manager 
Associate Editors and Managers 
The above is the correct manner of placing 
staff names in order. 

The Business Manager occupies such an im- 
portant position in the publication of a College 
Annual, however, that before going into detail 
regarding the staff in his particular depart- 
ment we think best to give a brief outline of 
the Editorial Staff as well. The Business 
Manager needs a broad viewpoint from whence 
he can see activities as a whole not only of 
his own department but of the production end 
of the business. He will make a better Captain 
if he understands the plan of Campaign. 

OF WHAT AN ANNUAL STAFF CONSISTS 

An Annual Staff consists, first of all, of an 
Editor-in-Chief and a Business Manager 
elected by the class, or appointed by the 
Faculty. 

The Editor and Business Manager should 
be chosen early in the Spring, as they may 
then confer with the Staff of the preceding 
year and can plan their book during the sum- 
mer vacation. In this way they can make 
arrangements with the Printer, Engraver and 
Photographer early and will be able to start 
the detail work as soon as school opens in the 
Fall. 

A good plan, it would seem, would be to 
choose an Assistant Editor and Assistant Busi- 
ness Manager from the Junior class each year 
and after the year's experience they will be 
especially fitted to assume the position of 
Editor and Business Manager on their own 
Annual. 

Many Senior classes appear shocked by 
such a suggestion, thinking it unjust for lower 
classmen to have the second places on the 
staff and thus acquire honors which such a 
place carries with it. 

Viewed from a purely business standpoint, 
however, Seniors are unjustified in taking such 



a stand. In any going concern a position of 
importance has an understudy. The Junior 
of today will be the Senior of tomorrow and 
will necessarily be confronted as Seniors with 
like problems. It should be taken into con- 
sideration that following out the suggested 
plan would each year advance the merit of 
their college publication and would by this 
same forward movement bring more honor to 
their Alma Mater. 

And then, you know, its always a good idea 
to have a vice editor and Assistant Business 
Manager because now days you never can tell 
when the chief will get run over by a Ford. 

The Editor-in-Chief and Business Manager 
in turn appoint a number of Assistants to 
handle the work of their departments. The 
departments of the book will determine the 
number of assistants, so the first thing that 
these elected officers should decide is the 
number of departments that will appear in 
the Annual. 



Make Up of Editorial Department 

Following is a list of Staff Assistants that 
are usually necessary: 

Assistant or Associate Editor 
Assistant Business Manager and As- 
sociates 
Senior Section Editor 
Alumni Editor 
Literary Editor 

Art Editor and his Staff of Artists 
Music and Dramatics Editor 
Athletic Editor 
Humor Editor 
Society Editor 
Calendar Editor 
Snapshot Editor 



DUTIES OF EACH 

The Editor-in-Chief 

The Editor-in-Chief is the executive head and 
stands in the same relation to the Staff as the 
General Manager of a business. He shapes 
the policies to be followed and supervises the 



H 



College Annual Business Management 



work of the other staff members, especially 
the editors of the various departments. He 
should, together with the Business Manager, 
at the earliest possible moment, lay out the 
entire book in dummy form following good 
precedent in Annual publication. He should 
then distribute the work among the various 
Editors and insist that they follow the plan 
finally decided upon, so that the finished 
publication will not be a scrap book, but well 
arranged and properly balanced. 

The Editor should call Staff meetings at 
various intervals and insist upon immediate 
action from his Assistants. 

As the work is turned in by various Editors, 
it must be read carefully by the Editor-in- 
Chief, with the aid of the Faculty Advisor 
and then placed in the dummy, ready for the 
printer. The necessary photos and art work 
must be properly marked for size and sent to 
the engraver. When proofs of engravings 
are made they should be pasted in their 
proper positions in the dummy. 

Generally speaking, the Editor-in-Chief is 
responsible for all editorial work in the book 
and his work is not finished until the completed 
dummy has been sent to the printer and all 
proofs from the printer have been read and 
corrected. 

As before stated, the Editor-in-Chief should 
confer with the Business Manager when de- 
ciding upon various features of the book, such 
as size, number of pages, amount of art work, 
etc.. because of the fact that all these features 
will be influenced by the financial status of 
the undertaking, which is the Business Man- 
ager's province. 



The Assistant or Associate Editor 

He or they, if more than one, should stand 
ready at all times to advise or assist the Editor 
in his work. They should be willing and 
anxious to relieve him of details of which 
there are many and they are responsible with 
him for the editorial part of the publication. 

This is also true of the Assistants to the 
Business Manager. 



Senior Section Editor 

This Editor should start early, work late 
and be very systematic. His whole job is to 
collect the photographs of all seniors, get them 



in on time, and arrange them in proper order 
alphabetically. Then he must secure all data 
about each senior, his or her campus activities, 
clubs, fraternities, etc., and see that the 
proper photograph and halftone accompanies 
the right description. 

The Alumni Editor 

The alumni editor can be of great service 
by enlisting the support and co-operation of 
the Alumni. Too often this support and 
interest are lost by the Editor of an Annual 
simply because he makes no effort to obtain 
it. The graduates are usually ready to help 
when given the opportunity. There is plenty 
of work for the Alumni Editor and if the 
proper amount of time, space and solicitation 
are given to the graduates you will be sur- 
prised at the interest they will show in your 
Annual and the number of copies they will 
buy. 

The Literary Editor 

The Literary Editor is responsible, of course, 
for the stories, poems, special articles, etc., in 
the book, and may also handle the oratory and 
debating club departments. He or she should 
not only be able to write a good article, but 
should have the ability to suggest and outline 
articles that others are to write, and to censor 
and edit the manuscripts submitted. 

The Art Editor 

The Art Editor must shoulder the responsi- 
bility of getting out an artistic book, and since 
it is true, that an Annual is largely judged by 
the pictures it contains and the artistic ar- 
rangement of the book, it is easy to appre- 
ciate the fact that the work of the Art Editor 
will determine, in no small manner, the success 
of the Annual. He has a real job on his hands. 

Music and Dramatics Editor 

Music and Dramatics may be handled by 
one editor if desired, but if there is plenty of 
help available, the subjects may as well be 
handled separately. Students selected for 
these places should, of course, be interested 
in these arts and have the ability to portray 
the activities of these important departments 
in an interesting manner. 



Organization 



IS 



The Athletic Editor 

The Athletic Editor need not be a member 
of any of the teams, in fact it is usually best 
to have one who is not, as this will prevent 
the possibility of any individual or team re- 
ceiving an undue share of publicity. He 
should be a "real fan" however, and so in- 
tensely interested and conversant with this 
phase of school life that he attends all con- 
tests and can thus write them up at first hand. 



Humor or Joke Editor 

The work of this Editor is to show the 
lighter side of school life and that is necessari- 
ly a very important part of the book. "Laugh 
and the world laughs with you, weep and you 
weep alone" as the saying goes, is true. He 
should appoint assistants in all classes to 
watch for the many funny things that happen. 
Someone should handle this job who can dis- 
cern between a good natured "roast" and a 
personal "slam". 



Representatives of Other Classes 

The other classes should be asked to name 
representatives who will be responsible for 
getting their classes into the book. These 
representatives should be invited to meet with 
the staff as this will assure them and the 
classes they represent that the editing class 
desires the good will and co-operation of the 
entire school. 



Faculty Adviser 

A wise staff will send a request to the head 
of the school asking him to appoint a faculty 
member to act as an adviser, to offer counsel 
and to pass on copy. There is nothing to lose 
and everything to gain by this policy. It will 
prevent ill feeling, suspicion and lack of co- 
operation on the part of the faculty. It is 
a check on the insertion of rash material, 
gives protection to editor and a feeling of 
confidence in the purpose and success of the 
work. 



Society Editor 

He or she should be one who is socially in- 
clined and is likely to attend most of the 
social events of the year. Prominence should 
be given to social affairs that have some con- 
nection with the school, such as class parties, 
school parties, picnics, dances, hikes, box 
socials, etc. 



Calendar Editor 

Several pages should be given to this section 
and the editor should be one who can give it 
plenty of "pep" and make it "snappy". It 
is not necessary to chronicle events of each 
day, but only those things which are really 
worth while or humorous. Sometimes the 
Calendar and Humor may be handled by the 
same editor. 



Snapshot Editor 

One of the most important jobs of all, as 
the pictures do so much to make the book. 
Everyone leafs through to see what the pict- 
ures are like and if these are not good, he 
forms an adverse opinion. The editor of this 
department should be a "Kodak Fan" not 
only taking many himself but securing as 
many as possible from other students. 



The above outline of the Editorial Staff and 
its duties will serve to give you a general 
knowledge of the "production end of the busi- 
ness". A good Manager or salesman becomes 
a better manager or salesman as his knowledge 
of production increases. This is true in any 
line of business and applies equally as well to 
the business of publishing an Annual. Having 
"gone through the Shop" so to speak, let us 
now look into the Business Manager's office 
and find of what his staff is composed and 
what his various duties are. 



THE BUSINESS MANAGER 
HIS STAFF AND DUTIES 

Responsibilities 

The Business Manager, whether the Institu- 
tion be a small school or a large university, 
soon realizes that he has had not only an 
honor but a real job thrust upon him. 

It involves the responsibility of: 

i. Raising of Funds 

2. Expending of Funds 

3. Accounting of Funds 

4. Soliciting Advertising 



i6 



College Annual Business Management 



5. Sale of Books 

6. Distribution of Books 

7. Collection of Money 

8. Making Reports 



Assistants 

Naturally the Business Manager cannot do 
all this himself. He must have assistants and 
enough of them so as to be able to produce 
maximum results. Even with a full staff he 
will, at such times as when raising subscrip- 
tions or putting on sales of Annuals, need to 
call on class members to help out, making his 
assistants captains of competing groups. 

The Manager should first of all appoint an 
Assistant Business Manager, one to whom he 
can delegate routine matter. This Assistant 
should work closely enough with the Business 
Manager so that he has a general knowledge 
of the working of the business office or de- 
partment. In case of sickness or absence from 
school for a short length of time this Assistant 
should be conversant enough with things in 
general so as to be able to take his chief's 
place while he is away. 

The Business Manager should then appoint 
other assistants as follows: 



Advertising Manager 1 A , 
Who will handle all vi 



vertising 



Circulation Manager 1 Sak and Distribu . 
Who w.ll take charge tion of Books 

Accountant ) Accounting 

Who will have ■ Collecting 

Charge of Reports 

Purchasing 

In the raising of funds, such as during sub- 
scription campaigns, sales, etc., all assistants 
should be willing to give their help, Assistant 
Editors as well as those of the business office. 

The expending of funds will, of course, 
largely be determined between the Editor and 
Business Manager, both of whom should seek 
the advice of the Faculty Adviser. 

Some Business Managers have appointed one 
or two more Assistants to work with Organiza- 
tions and Fraternities. 

A small staff of six or seven works more 
efficiently than does a larger group. The 
Manager should weed the staff down to a 
comparatively small number of assistants and 



try outs who will work conscientiously — which 
means every day. 

Calls for try outs should be made at the 
start of the semester, in an endeavor to secure 
as many workers as possible for the rush of 
fall work, subscriptions, advertising and rou- 
tine business. Only during the subscription 
campaign is a large staff of try outs and volun- 
teers preferable; throughout the remainder of 
the year, the small efficient staff is advisable. 

Some successful Managers of the past have 
selected double the number of Assistants event- 
ually required. These have competed with 
each other during a trial period closing at the 
time of the first advance sale. With this ad- 
vance sale as a final test, selection was made 
for the permanent staff. 



Manager's Duties 

Direct Control over Assistant Business Man- 
agers, tryouts and staff is assumed by the 
Business Manager. He oversees and directs 
the general plans of each assistant. He should 
keep in close touch with every detail, but of 
course does not actually try to do all the 
immense amount of routine work. He should 
remember that possibly some one of his As- 
sistants will be Business Manager the following 
year, and that he is training a staff as well 
as financing an Annual. Individual responsi- 
bility is a good tonic for every staff member. 

Assistants should make their plans and sub- 
mit them to the Business Manager. He will 
either correct them or approve them; the as- 
sistants thus carrying out the actual work 
under his direction. 

He should have absolute authority to dis- 
charge or suspend any tryout or staff member 
for sufficient reason. 

The success of any organization is largely 
dependent upon the individual ability of its 
subordinate members. To successfully pick a 
staff it is well therefore to give every appli- 
cant a careful interview with the purpose of 
drawing out any unusually qualifying ex- 
perience. 

It is a good plan to keep before the staff 
a clear outline of their relationship. For this 
purpose a chart hung in the office, showing 
very definitely the general plan of organiza- 
tion and duties of each member, will be found 
of great value. 



Organization 



17 



DUTIES OF ASSISTANTS 

Advertising Manager 

The Advertising Manager should be one who 
is willing to work hard and is not easily dis- 
couraged, for he will meet with many cold 
receptions in his work, but as this source of 
income is one of the best he must not take 
"No" for an answer, but exhaust every argu- 
ment and every plan to sell the space. He 
may have several assistants and work on a 
definite campaign. He must solicit both local 
and foreign advertising. 



Circulation Manager 

This staff officer is responsible for the sale 
of the books, which is one of the biggest 
sources of income. He should have several 
good assistants, as soliciting subscriptions and 
delivering Annuals is slow and discouraging 
work at times. 



Accountant 

He will, of course, keep account of all funds 
received and expended and can also handle 
collections. He may need assistants for this 
latter detail. Making of reports also is part 
of his work and the purchasing may be handled 
by him. 



USE BUSINESS METHODS 

Right from the start you should adopt up- 
to-date business methods in handling your 
staff and work. 

Provision should be made for correspond- 
ence, a typewriter purchased or rented, if 
not owned, a supply of stationery, carbon 
sheets and copy paper, files for bills, letters 
received and copies of letters sent. 

Correspondence with each firm should be 
filed in order of consecutive dates, each letter 
received followed by the carbon copy of the 
reply, so that when all is ended each letter 
and each reply will be found systematically 
filed in regular sequence. 

A daily card calendar should be used for 
memoranda with items for future attention 



carefully tabulated to turn up for action on 
the proper date. If a separate card be used 
for each item (and this system is by all means 
the best) it can be filed ahead from date to 
date, with new entries thereon, if impossible 
to attend to the matter on the first date, and 
thus the item will not be lost sight of. 

Promises of photographer, engraver, printer 
and advertisers should be tabulated separately 
in this manner. No human brain can keep 
all such items in order without some such as- 
sistance. There is nothing in all the accounting 
and filing system quite so practical or so pro- 
ductive of good results, as the little daily 
calendar card box. It means saving of time 
and time is everything. Of course it is worse 
than useless if not kept strictly up to date 
and looked into every day. 

These are general suggestions only. 

Illustrations of record forms for advertising, 
subscriptions, accounting, etc., will be shown 
in their proper places in this course. 

What we wish to here impress upon you as 
Business Manager, is the necessity, to say 
nothing of the fine training, of putting system 
into your organization at once and keeping it 
up. 

As a matter of fact it is easier to keep 
business records accurately and up to date, 
with a "place for everything, and everything 
in its place", than to allow correspondence, 
bills and memoranda to pile up on a desk 
where they are soon covered with dust, or 
blown on the floor, or to be thrown hap- 
hazard into a drawer or box. By having every- 
thing so filed that you can pick up any certain 
letter, contract or bill in an instant, much 
time will actually be saved, to say nothing 
of the satisfaction which attaches to having 
a real system. 

From the very first, make it plain to your 
Assistants that you demand their full co- 
operation and attention to their jobs. Make 
it clear that you don't intend to stand for 
delay, procrastination, temporizing nor ex- 
cuses. You can do this in a way which will 
hurt no ones feelings and still put your mes- 
sage across. Put it up to them. Tell them 
that you've chosen them because you felt 
they were the best men for the place and that 
in all probability you would not need to 
caution them about lack of co-operation, but 
stating also that you've all got to pull together 
for some time and that its just as well to come 
to a definite understanding at once. 



College Annual Business Management 



DEPARTMENTAL CO-OPERATION 

Needless to state, there must be perfect and 
enthusiastic co-operation between the Editorial 
and Business departments. Team work counts 
in the long run. Two good horses are better 
than one unusually good one for the long pull. 
If at any time there seems to be friction at 
any point of the machine, fix it before the 
whole works stop. Find out where the trouble 
is, go after it strong, clear it up, and start 
fresh. Nipping trouble in the bud always 
saves grubbing it out by the roots later. 



START EARLY 

No Annual can be a success if the work of 
any one of the staff is delayed until it has to 
be done in a rush and at the last minute. 
The financial success of the Annual depends 
to a great extent on how early the book is 
delivered for sale. 

There is no real reason why your engraving, 
photographing and printing contracts should 
not be placed very early and many good 
reasons why they should. Particularly should 
the engraving contract be signed early because 
the engraver is able to give great assistance 
in the early part of the work. 



Margin of Safety in Time 

Making a College Annual is like building a 
house. The architects and contractors devote 
much time and thought to the work before 
actual building begins. In the building opera- 



tions flaws are invariably found and delays of 
one kind and another occur. 

Exactly the same conditions obtain in mak- 
ing a College Annual, from the time the Staff 
is organized until the finished book is delivered. 

A margin of safety as to time allowed must 
be figured in all calculations. If it is intended 
to put the book on the market, April 20th, the 
Business Manager should set his date and enter 
the delivery date in his contract and specifi- 
cations as April 5th. It is safe to state that 
two weeks must be allowed for unforseen de- 
lays of one kind or another in the printing 
and binding end of the work. There will be 
delays in the preparation of copy, photographs, 
drawings, etc., over which the Editor-in-Chief 
will find he has no control. 

Our advice to the Editor-in-Chief is make 
your dates very early, and to the Business 
Manager make your contract for delivery just 
as early as possible, then hold your Editor-in- 
Chief right down to his dates. On such a 
schedule, everyone concerned in making the 
book can get through with comparative ease, 
including the engraver and printer who have 
their own reputation at stake. 

Getting a book out several weeks before 
school closes nearly always insures the sale of 
every single copy — but when books do not 
arrive until after school is over, it is just as 
certain that many will be left unsold. After 
the students are scattered it is almost im- 
possible to sell the books unless subscriptions 
have been partly paid in advance. The time 
schedule given in Section No. 1, is an excellent 
one to follow religiously. 

"Start Early and Avoid the Rush!" 



SECTION III 
REVENUE AND BUDGET 



CONTENTS 

Page 

Finances 21 

Sources of Revenue 21 

Sales to Students 21 

College 21 

Advertising 22 

Assessing, Organizations and Individuals 22 

Assessments of Seniors 22 

Assistance from Alumni 22 

Entertainments 22 

The Tax System 22 

Making Up The Budget 23 

Margin of Safety 23 

Making Estimates for Budget 24 

Selling Price of Annual " 24 

Apportioning Expenditures 24 

Preventing Excessive Costs 24 



REVENUE and BUDGET 



FINANCES 

Before much is done toward the composition 
of your Annual, you must have a very good 
idea of how much money you will be able to 
raise. You should, therefore, commence as 
early as possible to plan your financial cam- 
paign so as to be able to give the Editor-in- 
Chief a conservative estimate of the amount 
you will have to spend. 

Do not make the mistake of going ahead 
and planning a large and expensive book 
before you know how much money you will 
have to spend. It will be far better to have 
some money left in the treasury than to incur 
a deficit. An Annual should not, of course, 
be built with the idea of making profit, but 
a small surplus is certainly better than a 
deficit, because such a surplus can always be 
used as the class decides, — to purchase a 
class gift to the school for instance, — such as 
a painting, piece of statuary or other perma- 
nent work of art. 



SOURCES OF REVENUE 

The following will be found to be the chief 
sources of revenue for the Annual. 
Sales of Books to Students 
Sales of Books to College for Distribu- 
tion among other schools 

3. Advertising Pages 

4. Assessments of Organizations, Fratern- 

ities, Sororities and Various Clubs 

5. Assessment of Seniors 

6. Assistance from Alumni 
Entertainments 
Refunds from Photographer 
Special 



Sales to Students 

Usually the chief source of revenue is from 
the sale of the book to students. Where there 
is a strong college spirit, there is no trouble, 
but a continuous advertising campaign should 
be carried on so that the students are sure 
that there is going to be a good book published. 



In many Institutions, each member of the 
Faculty and each student, regardless of the 
class, buys a book each year, which volume of 
sales, together with advertising is sufficient to 
make it a success. 

However, in other Institutions, where the 
college spirit is not so strong, the sale of the 
Annual to the student body is up-hill work. 
You should try to collect one-half of the price 
of the Annual at the time a student purchases 
one, the other half to be paid on delivery. 
This advance payment is an assurance that 
the sale will go thru and one-half of the full 
purchase price is enough to hold his interest. 

Probably the greatest help to increase the 
sale of the Annual yet devised is the very 
complete campaign for Advertising the An- 
nual on the campus, published by the Art 
Crafts Guild. This includes plates of various 
sizes for use in dailies and other campus pub- 
lications, posters in colors, lantern slides, 
buttons, tags, etc., etc. It is the adaptation 
of a most modern commercial advertising cam- 
paign to the sale of annuals and never fails 
to bring results. 



College as A Source of Revenue 

One of the best advertisements of the Uni- 
versity, College or High School is its Annual. 
This book, when distributed to the lower 
schools of the State, creates a wonderful im- 
pression upon the younger students. Many a 
student in High School has been won over to 
a certain University or College purely on ac- 
count of the fact that he was impressed by 
the Annual that was published by that par- 
ticular School. 

The University of Wisconsin recognizes this 
fact and purchases several hundred books each 
year to be distributed in the State. 

The University of Nebraska also sends a 
copy of its Annual to a great many prominent 
high schools in Nebraska, and many other 
Colleges find profit in this course. 

Such advertising is certainly worth having 
and if the Editor and Business Manager will 



College Annual Business Management 



plan for a section pertaining to the University 
in the first division of the book, he should be 
able to sell a good sized order to the College. 
There is nothing new about the merit of 
such advertising. It is, of course, similar to 
the advertising of any business. The old say- 
ing about "the world coming to your door if 
you build a better mouse trap" is bunk 
nowadays. No one will come to your house 
if "you hide your light under a bushel". 



Advertising 

Next to the sale of books to students, the 
advertising brings in most revenue. In some 
cases this forms a very large percentage of the 
income, while in some it has been found diffi- 
cult to secure much co-operation. A great 
deal depends, however, upon the way the 
solicitation is carried on. Local merchants are 
as a rule, quite liberal in their support of the 
advertising pages in most Annuals and for mer- 
chants located right in the town with the 
school it has been found to be a very profitable 
proposition. 



Assessing Organizations and Individuals 

Another source of income for Annuals in 
colleges is the amount received from Athletic 
Societies, Fraternities, Sororities and various 
clubs for the pages used for these organiza- 
tions. Even High Schools can secure a reason- 
able amount to add to their income from the 
Athletic Association as a rule, and on College 
books the amount thus obtained is very sub- 
stantial. 

The Fraternities, Clubs and various organi- 
zations in a College, if thoroughly alive and 
interested in your book, should not only be 
willing but glad to advance at least half of 
their assessments in order that a respectable 
bank account may be started early. 

If you will impress upon these organizations 
the necessity of your receiving the money early 
so that you can take advantage of discounts 
they will undoubtedly be happy to help you. 

All Fraternities and Organizations should be 
required to help bear the expense of the book 
by paying for their own photographs, plates, 
etc. There is certainly no reason why the 
Annual should be made to bear the expense of 
individual photographs. Naturally where 
groups of classes, class games, picnics, athletic 



scenes, etc., are taken, such photographs as 
well as all others of a general nature, must be 
included in the regulation Annual expense. 
But when they concern only certain societies, 
groups or individuals, then the expense should 
be borne by the particular party, society or 
group. Every organization which has a treas- 
ury should be required to pay for not only 
their plates but for the space they occupy. 
The rate charged will vary, of course, with 
the size and cost of the book, but generally 
runs from $12.00 per page in High School 
Annuals up to $35.00 and even higher in Col- 
lege Publications. 



Assessment of Seniors 

You may find it necessary and advisable to 
charge each Senior a certain amount for the 
expense incurred for including his or her pict- 
ure in the Senior group, and this, where the 
class is large will add considerably to the in- 
come. 



Assistance from Alumni 

This source of revenue is hardly touched by 
many Annual Boards. Nevertheless, help from 
the Alumni can be considerable if the proposi- 
tion is put up right. 

In some of the fine old Colleges, where the 
student body is comparatively small and the 
Alumni strong and loyal, it would be impos- 
sible to bring out an Annual without that help. 



Entertainments 

Another source of revenue which can be 
made considerable is that of entertainments, 
such as Class Plays, Recitals, Movie Enter- 
tainments, etc. 



The Tax System 

Some of the larger schools and colleges use 
what is called the Tax System for raising funds 
for the Annual. If there are five hundred 
students in the School and the cost of the 
Annual is $2,500.00, each student is taxed 
$5.00. This method makes the required 
amount certain and in colleges the tax may 
be charged with the tuition so that the col- 
lection of the amount is made easy. Of course 



Revenue and Budget 



payment of the tax entitles the student to a 
copy of the work. Under this system, the 
Business Manager is relieved of all the worry 
and work attendant to raising of funds. He 
knows exactly what he can spend and the An- 
nual must be planned accordingly. 

There is much to say in favor of that system. 
Under it every student is contributing an equal 
amount toward the Annual. The criticism may 
be made that younger students are paying 
more than their share, but viewed from the 
standpoint of the several years the student 
will spend in College it all "comes out in the 
wash". 

A part tax system may also be used and 
the balance of the amount raised through ad- 
vertising, sale of Annuals outside of School, etc. 

Some of the Colleges use the budget system 
for all student activities and the Annual is 
part of the entire budget. 

The above sources furnish the revenue for 
the College Annual. Detailed methods of tap- 
ping these sources will be discussed in a later 
section. The Business Manager should con- 
sider these various sources, decide which he 
will use and start work as soon as possible 
to raise the funds. 



MAKING UP THE BUDGET 

There is nothing that so well safeguards the 
finances of an Annual as a careful and con- 
servative estimate of all sources of income and 
expense before the book is started. In most 
cases of financial failure of Annuals, the 
primary cause was an unsystematic handling 
of the budget or a total lack of a budget sys- 
tem. 

If an Annual has been issued from the 
Institution in years previous, the Manager 
should first ascertain from reliable sources how 
many copies of the book were sold and then a 
careful canvas of the enrollment in the Insti- 
tution will give a fair idea as to whether it 
is safe to count on an increased sale of books 
for the current year or just the reverse. 

At a High School or even a small College 
where an Annual is to be issued for the first 
time, we recommend that a very careful sales 
campaign be inaugurated to determine exactly 
how many copies can be counted on as a mini- 
mum sale before any attempt is made to go 
ahead with the work. 



The printing contract will most likely be 
made on the basis of the number of Annuals 
that can be sold. 

The Manager will then have to estimate 
how much money he will be able to get from 
Organizations and Fraternities on their con- 
tracts and the amount of Advertising which 
will probably be sold. He should then esti- 
mate his sure returns for the year outside of 
subscriptions. 

Following this he should estimate his ex- 
penses, such as engravings, printing, binding, 
office expenses, miscellaneous, as freight, cart- 
age, photographs, work and salaries, being 
very careful to include every item. 

Of course, in doing this estimating, cost 
records of previous years will be of great 
value for reference purposes and guidance. 



Margin of Safety or Reserve Fund 

Always allow for a reasonable margin of 
safety, or reserve fund. This reserve fund 
should be approximately fifteen per cent over 
and above the estimated expenditures. 

The chief thing here is for the Business 
A-Ianager to be liberal with his liabilities and 
conservative in estimating his income, fully 
protecting the business department on the 
price of the Annual and yet keeping it as low 
as he possibly can, the lower the price the 
more copies should be sold. 

Do not overlook this reserve or margin of 
safety. It's very important. You will find 
many extras creeping in unless you rule with 
an iron hand. Permit only the extras that 
are profitable, such as more pages of adver- 
tising or more copies for your subscription cam- 
paign. 

There is not one College in ten whose bill 
does not include a lot of extras, through no 
fault or wish of either the engraver or printer. 
Did anyone ever build a house without extras? 
It is only natural that some changes in plans 
occur as the work progresses. Then again, 
bear in mind that some books subscribed for 
are not paid for in full, and that even some 
of the advertising accounts may not be col- 
lected. 

We cannot emphasize too strongly the import- 
ance of having a good sized margin of reserve over 
estimated expenditures. 



24 



College Annual Business Management 



Never, in spite of anything should the Manager 
count on this Margin or Reserve to provide for 
extras in the book. Nine times out of ten, when 
everything is paid, there will not be the margin 
planned. 



MAKING ESTIMATES FOR BUDGET 

To every concern, large or small, an estimate 
of some kind is indispensable. This estimate 
may be the result of guess and may later prove 
inaccurate, but it is better than nothing be- 
cause it is a base from which to start operations. 
Here is an average, taken from several aver- 
age colleges, showing by percentages how the 
various sources of revenue make up the total. 
Of course this cannot be taken as true in every 
College and your revenue may differ in make- 
up materially from this. However, as stated 
it is an average and will give you some idea 
as to percentages. 

Book Sales . . 60% 

Organizations . . 15% 

Advertising . . 18% 

Seniors Fees . . 7% 

100% 
By making a careful estimate of the number 
of books you will be able to sell you can 
come fairly close to the total income. 

This can be done by first finding the per- 
centage of the total enrollment who have 
bought books in past years, then taking the 
same percentage of present enrollment and 
multiplying by the price of the book. That 
amount should be approximately sixty per 
cent of your total revenue. 



cost would be prohibitive, which in turn would 
mean less sales, and chaos in the financing. 
It would of course be much better to plan 
moderately, selling a large number of books 
at a moderate price. So we say again, let 
finances govern planning rather than the other 
way about. 

The only other advice we can give you is 
to be guided by precedent in your own School. 
If no Annual has been previously published, 
write for advice to the Art Crafts Guild, Inc., 
stating your requirements, amount of revenue 
that it is possible to raise, kind and size of 
book you would like to publish, etc. Advice 
given will have the advantage of being timely, 
based upon prevalent prices and conditions. 



APPORTIONING EXPENDITURES 

Having made your estimate as to amount 
you will then make a preliminary estimate as 
to how it will be spent. The following table 
will help you, although, like any other estimate, 
it is subject to more or less revision according 
to locality and conditions. 

Photography . . 5% 

Engraving . . 35% 

Printing . . . 40% 

Miscellaneous . . 5% 

Reserve . . . 15% 



100% 



For costs of Engraving and Printing, you 
can take the cost from the last Annual and get 
percentages of increase or decrease in costs 
from the Engravers and Printers. 



SELLING PRICE OF BOOK ANNUAL 

The selling price of an Annual is an item 
that can hardly be given with any accuracy 
here. Conditions vary so much in different 
localities, and at different times that there is, 
of course a great deal of price fluctuation and 
range. Much also depends on the size of the 
book, number of copies printed, etc., etc. 

The price should be established pretty much 
according to the revenue you are able to raise. 
In other words, the size and makeup of the 
book should depend on the finances, rather 
than finances be governed by the book. Your 
book may be planned so expensively that the 



PREVENTIVE EXCESSIVE COSTS 

It is difficult, when building an Annual not 
to let temptation get the upper hand and make 
additions here and there. In fact, experience 
shows that the Business Manager has more 
or less trouble in preventing the Editorial Staff 
from doing this and spending more money 
than can be raised. 

The Editor and Business Manager must 
co-operate in this, holding specifications down 
to a basis on which estimates were made, and 
not adding to these specifications after con- 
tracts are signed. Another safe-guard is to 
purchase strictly under the order system which 
will be dealt with later. 



SECTION IV 
PLANNING AND MAKING OF CONTRACT 



CONTE NTS 

Page 

Planning the Book 27 

Printing Specifications 27 

Black and White 27 

Color 27 

Binding Specifications 28 

Engraving Suggestions 28 

Placing Contracts 29 

Place Your Contracts Early 29 

The Engraving Contract 29 

The Printing Contract 30 

Purchasing Your Own Paper Stock 30 

The Binding Contract 30 

A Lump Publishing Contract 31 

See That Your Contracts are Binding 31 



PLANNING and MAKING 
of CONTRACT 



PLANNING THE BOOK 

With estimates as to income and expendi- 
tures approximated, the Business Manager 
should confer with the Editor for the purpose 
of making plans for the Annual. This should 
be done very early, in the preceding Spring, if 
possible. This planning, besides being necessary 
for the make up of the book, will help to re- 
adjust estimates and to make them as nearly 
correct as is possible, thus enabling the Busi- 
ness Manager to place his contracts at an 
early date. 

Planning the Book early has the additional 
advantage of "putting ideas in soak" so to 
speak. It will allow the Editor and Manager 
to think their plans over during the Summer 
months, enabling them to cast about for ways 
and means of carrying them out. 

Contracts should also be signed in the Spring 
and this can hardly be done unless the details 
of the Annual are pretty well thought out. 

It is always well to refer back to former 
publications of your School, for the purpose 
of using ideas that are good and making such 
changes in your book as would seem advisable. 

Of course you will want to do something 
radically different from your predecessors, 
you'll want to get out the "best book ever". 
Do not, however, let your determination to 
be different get away with good judgment. 
Always use what's good, even though it has 
gone before, unless you are certain you can 
do better. At any rate, you are bound to 
have more or less ideas of your own which 
will make your book differ from former ones. 

The following set of specifications for Print- 
ing and Binding made up by a former Busi- 
ness Manager of the Illio, the year book of 
the University of Illinois, will give you an 
idea as to what details need to be planned 
with the Editor before going ahead with con- 
tracts. 

PRINTING SPECIFICATIONS 
For Black and White Printing 
No. of copies Minimum 2,500 



No. of pages Minimum 680 pages con- 

sisting of type matter, zincs, halftones and 
about eighty pages of advertising matter. 

Size 8" x 11" outside measurement 

Composition 8 point linotype together with 
caps and small caps 

Stock — Enameled 32x44-119 Best grade and 
quality — specify 

Ink — Best grade and quality 

Border — Border to be printed on all pages in 
color 

Plates, Copy — To be furnished prepaid to the 
printer 

Printing — To be done in signatures of 16 pages 
or 32 pages as specified later. 

Delivery — To be completed four weeks after 
receipt of last copy 

Price — To be quoted f. o. b. your station 
In addition give charge for 

1. Additional copies in quantities of 100 

2. Additional pages in forms of 16 pages 

3. Alterations from original copy 

4. Change of color per 16 page form 
Specifications for Color Printing 

No. of copies Minimum 2,500 

No. of pages Minimum 3 2 pages of feat- 

ure work, consisting of high class plate work 

Inserts as follows: 

5 four-color process plate work 
5 two-color plate work 
20 Black and White plate work 
Size 8" x 11" outside measurement 
Composition — Small amount of hand compo- 
sition for titles, etc. 
Stock — To consist of two Superb Dull Finish 
(Dill & Collins), white and ivory tint 
32x44-133 
Ink — Best grade and quality 
Plates, Copy — To be furnished prepaid to 

printer 
Delivery — To be completed four weeks after 
receipt of last copy 



28 



College Annual Business Management 



In Addition give Charge for 
Additional copies in quantities of ioo 
Additional pages in forms of 8 pages 
Alterations from original copy 
Additional Color 



Specifications for Binding 

Copies — Minimum 4,000 

Size — Trimmed to f^ixioyi inches 

Pages 

a. Body . . 680 Pages 

b. Scene Section . 16 Pages 

c. Beauty Section . 8 Pages 

d. Opening Section . 8 Pages 

e. Inserts (one page) . 30 inserts 

Total 712 Pages 

(a) will be made up in 16 page signa- 

tures with the exception of two 
8 page forms 

(b) will be a 16 page signature 

(c) will be an 8 page signature 

(d) will be an 8 page signature with 

only six pages bearing print, the 
other two forming fly leaf 

(e) will be single pages to be tipped in 
End Sheets will bear printing 

Binding— By folding, gathering and sewing 
with silk thread on four tapes in 16 and 8 
page signatures with inserts tipped in in the 
usual manner, plain edges, rounded, pointed 
and backed in the usual case book style. 

Headbands — Silk 

Covers— Cased in No. 20 Binders Board cov- 
ered with best grade imitation black leather, 
grained and specially embossed. (Submit 
samples with estimate). 

Stamping— Front Cover and Backbone in 
blind stamping, genuine i%" gold leaves. 
Dies to be furnished. 

Ex Libris — Furnished printed on end sheets. 

Packing— Wrapped and sealed singly— packed 
in wooden boxes. 

Delivery— Complete delivery to be guaranteed 
within two weeks after receipt of last printed 
sheets. Partial delivery to be made earlier. 

Terms— Payment3odays from date of invoice. 

Price— (Give price per copy) (Give price for 
addition or deduction of each insert over the 
stated number; also for addition or deduc- 
tion of each 8 or 16 page signature). 



Advertising — Do you wish to take one page 
advertising at #40.00 per page as is custom- 
ary? 



Engraving Suggestions 

The Engraving proposition, which includes 
Art Work is one that will depend entirely on 
the plan and nature of the layout. This can 
vary so much in detail that a great deal can- 
not be said regarding it here. As a matter of 
fact, it is really the work of the Editor and 
his Staff to plan the arrangement, artistic feat- 
ure, etc. The Business Manager, however, 
should see that the Editorial Staff stays with- 
in appropriated limits. The percentage of the 
revenue given to Engraving in Section III is 
a safe guide for a preliminary estimate. 

Some of the main points to be taken into 
consideration we give here. 

An Annual will naturally divide itself into 
certain well denned groups or divisions, de- 
pending upon the School, and the customs 
that are and have been observed. The follow- 
ing seem to be almost indivisible divisions with 
perhaps a few revisions and changes from 
year to year. 

1. Introductory Section 

2. The College (especially if you wish finan- 

cial help from that source) 

3. Scene Section 

4. Senior Section 

5. Classes 

6. Events of the year and Snapshot Section 

7. Athletics 

8. Organizations, Music, Drama, Oratory, 

etc. 

9. Fraternities 

10. Women, including all their activities, 
sororities, etc. 

Necessary Art Work, such as Borders, 
Initials, Panels, Backgrounds and Decorations 
should be planned for such of these Book 
Divisions as you will use. This will include 
Designs for Cover, Fly Leaves, Ex Libris, 
Dedication, Frontispiece, Sub Title, Title Page, 
Introductory Heading, Page Headings, Divis- 
ion Opening pages, Retouching of Photographs, 
Grouping of Photographs, etc., etc. All of 
this is rightly part of the Editorial work and 
is therefore dealt with in detail in the Instruc- 
tion Book on Editing. 

As before stated, so much depends on how 
elaborate you plan your layout that it is im- 



Planning and Making of Contract 



possible to set down here even an average 
Engravers Specification. 

The best method is to make a certain 
allowance to be spent for art work and engrav- 
ing and then after deciding upon who your 
Engraver is to be, have him help you make 
the best showing for the money. 

The above general specifications for Printing, 
Binding and Engraving are for a fairly large 
and elaborate book, as you see. Yours may 
be larger and more elaborate or less so. 

At any rate these specifications and sug- 
gestions show the ground which has to be 
gone over and the points upon which the 
Business Manager and Editor must decide. 

This planning should, if possible, be done 
in the Preceding Spring. See Time Schedule 
in Section I. 



PLACING CONTRACTS 

Sound judgment should be used when de- 
ciding on placing a contract. Do not place 
your work with the lowest bidder simply 
because he is the lowest. Find out why he 
is lowest and why others are higher. Nobody 
intends to give away something for nothing. 
The lowest bidder is in business to make 
money as well as the highest. Therefore don't 
think you necessarily have the best of the 
bargain when you contract for price only. To 
make your book an artistic success you must 
have quality, to make it a financial success 
you must have service and to know that the 
invoices will be no higher than what you 
contracted for, you must seek a firm of re- 
sponsibility and reputation. 

Of course, such a firm will often times be 
the lowest bidder, when the work is complete 
altho at a glance their prices might seem higher. 
If you are having only firms who have a rep- 
utation bid for your contract, then some one 
of them necessarily has to be lower than the 
others, but 

The point we wish to make is that when 
placing a contract, quality, reputation and serv- 
ice should be taken into consideration more 
than price. A book delivered to you too late 
is worthless at any price. 



Place Your Contracts Early 

There is no real reason why the photog- 
raphy, printing and engraving contracts should 



not be placed early. There are many good 
reasons why they should. 

It is very important that the engraver 
and printer be given reasonable time in which 
to do their work. You cannot expect an 
attractive book that will sell readily unless 
time is given to produce good work. 

Just think of the satisfaction that you and 
the Editor will have, if two weeks or a month 
before School is over you can place your feet 
on your desk, and feel you're all done. Oh 
Boy! "Its a grand and glorious feeling" that 
comes but once in a life time. 

Start early and experience it. Don't allow 
yourself to be running in a hectic circle the 
last few days because you didn't start early 
enough. 

Engraving Contract 

The Engraving Contract is the one which 
should be taken care of first. All engravers 
of national prominence or repute have a 
standard scale of prices. Costs of manufactur- 
ing a standard quality of product are uniform 
and consequently selling prices on the same 
material do not vary. 

The selective factor is therefore the service 
and personal touch which a particular firm is 
capable of rendering. The importance of this 
factor cannot be overestimated. The oppor- 
tunity for any engraver to collect material 
and experience from managements of year 
books in the past is unlimited. It is therefore 
a question as to which is capable of presenting 
it in the most usable form. Most College 
Engraving houses are capable of supplying 
the engravings with very little delay; are, you 
might say on a par as far as that service is 
concerned. 

The engraving of College Annuals requires 
a peculiar knowledge of college conditions 
and is quite different from ordinary commercial 
engraving. Many troubles of business man- 
agers have arisen from attempts of the ordinary 
engraver to handle a book of which he has 
no knowledge. 

Always select an engraving firm which has 
experience and a thorough knowledge of col- 
lege annual building for the success of your 
book depends more upon your selection of an 
engraver than on any one other factor. 

The selection therefore must be based en- 
tirely on the quality, service and personal help 
each firm is capable of giving. 



3° 



College Annual Business Management 



Of course art work and engravings must be 
ready before any printing can be done and 
that is one reason why the engraving contract 
should be first taken care of. 

Another reason why you should avail your- 
self of the engraver's service. He will help 
you plan the book and give you valuable in- 
formation regarding printers and printing. He 
may save you costly mistakes. He knows 
how many pages, how many engravings, how 
much color work and what kind of printing 
and binding can be had for a given sum of 
money. He knows what size page is best 
suited for different purposes. He knows how 
photographs should be made to get best print- 
ing results. The average photographer under- 
stands the making of portraits, when the 
portrait is the finished result, but unless he 
has had experience in making photographs for 
reproduction he may fail, as far as making good 
pictures for an Annual is concerned. He 
had better be guided by the engraver's advice 
because the engraver is constantly reproducing 
photographs and knows what will reproduce 
best. 

So do not fail to avail yourself of the serv- 
ice the engraver can give you. If you neglect 
this, you are only borrowing a lot of trouble 
for yourself that can be easily avoided. 

As before stated, the price of engraving is 
on a standard scale. Such a scale carrying 
instructions as to how prices may be com- 
puted will be furnished you by any standard 
college engraver. 



The Printing Contract 

You will find considerable variation in the 
prices of printing. While reputable printers 
figure approximately on the same basis, there 
are many details entering into printing, the 
nature of which are such as to influence price 
to a great extent. 

It is very essential therefore, that you have 
your specifications very complete in such lan- 
guage as to leave no room for misunderstanding 
before taking bids. 

There is much to be said in favor of giving 
a local printer the contract, when he has a 
staff and plant capable of turning out a satis- 
factory book, because of the convenience the 
close touch will be to the Editorial Depart- 
ment while the work is progressing. 

However, service and reliability should be 



considered when choosing a printer and if 
there is no printer locally whom you can trust 
with your work, then of course it must be sent 
away. As a matter of fact, a printer who has 
an efficient organization, even though it is not 
in your locality, will give you better service 
than the local printer with a less efficient or- 
ganization. There are certain printers who 
specialize in college annual printing and your 
engraver will gladly put you in touch with 
them. 



Purchasing Your Own Paper Stock 

In some cases it may be advantageous to 
purchase your own paper stock. When so, 
plenty of time should be allowed for delivery. 
At the time of this writing about six weeks 
would be ample. The paper situation is always 
subject to changes however, so it is best to 
look into conditions prevalent at the time. 

Selecting paper is a serious matter, for 
halftones will not print to advantage on 
"Seconds" or cheap enamel stock. 

One of the most satisfactory and uniformly 
reliable enamel stocks is Dill & Collins Dia- 
mond D, which we recommend inserted in 
your specifications for printing. 

Of course if you will purchase your own 
paper stock, then it should be so stated in 
the printing specifications. 

Unless there is considerable financial ad- 
vantage in purchasing your own paper stock, 
however, it had best be left to the printer. 

When the printer purchases the stock, that 
is, when it is part of his contract, then of 
course he is responsible for its quality, delivery, 
etc. When you purchase it, however, then you 
are responsible. If the paper should not be 
thoroughly dry, but slightly green for instance 
and shrink during running, thereby affecting 
register of colors, you could not hold the 
printer responsible for poor work, because he 
did not purchase the paper. Neither can he 
be held responsible if delivery of paper is late. 
Therefore, as stated, unless there is much 
material saving of money to be effected by 
purchasing direct, you'd better let the paper 
be a part of your printing contract. 



The Binding Contract 

Another part of the work which may or 
may not be a part of the printing contract is 



Planning and Making of Contract 



31 



the binding of the book. Many printers of 
unquestioned ability and reputation do not do 
their own binding. Even though their plants 
are large and equipped to handle all other 
phases of printing, they sublet their binding 
to concerns who make a specialty of it. Other 
printers do their own binding. Even though 
the printer you select may not do the binding, 
you may include it in his contract and make 
him responsible for it. In such case, he no 
doubt will charge you a profit for his services 
and for taking the responsibility. To that he's 
entitled. 

On the other hand, you may let the binding 
contract separately. In that case, you hold 
the binder responsible and of course may save 
some money. The binding of a small book, 
which will have only soft paper covers can 
be handled by a printer of any consequence. 
It is only when the binding is in stiff covers, 
either leather, cloth or paper that this part 
of the work becomes a separate consideration. 

The binding of a large book — in the binding 
is included the cover design, — is that which 
determines the initial impression of the book. 
Consequently, the binding should be given a 
great deal of consideration, choice being made 
of the best material and workmanship you 
think you can afford. 

Your engraver or printer will be glad to 
furnish you with names of responsible binders. 
He should be capable of completing the work 
in the best quality of workmanship. He 
Must Guarantee Delivery. 



A Lump Publishing Contract 

Whether it is better to let the publishing, 
including printing, paper stock and binding, 



all in one contract is dependent upon locality 
and current conditions. 

A lump contract will cost somewhat more 
than subletting printing and binding and pur- 
chasing paper stock yourself, because the pub- 
lisher, in taking all the responsibility rightly 
feels he should be reimbursed for it. 

By subletting the various contracts you as- 
sume the risk of losses caused by delays in 
routing and dispatching. 

Generally the question of having the pub- 
lishing done as a lump contract should arise. 
If there is a local publisher big enough to 
handle the job, it is a good plan to give him 
the whole contract and so relieve yourself of 
the worry and risk of loss. 

However, if there is no local publisher, there 
is apt to be too big a difference in price, 
that is, it will pay you to assume the additional 
worry and risk. That is not always the case, 
but generally it is. 

It is to be understood that the engraving 
is seldom, if ever included in a lump publish- 
ing contract. Such a contract includes only 
printing, paper stock and binding. 



See That Your Contracts Are Binding 

When signing contracts be sure that the 
wording is such that the parties entering 
into them assume full responsibility for the 
work they are to perform, both as to quality, 
delivery and price. It would be well to enlist 
the co-operation of your Faculty Adviser in 
this respect, having him go over contracts 
thoroughly before they are signed. 



SECTION V 
FINANCING THE ANNUAL 



CONTENTS 

Page 

Ways and Means of Financing the Annual 35 

Getting the Subscriptions 35 

Subscription Books 37 

Discount for Cash 37 

Beauty Contest ; 37 

Annual Tag Day 38 

The Toll Gate 38 

Assessing Organizations and Individuals 38 

Advertising 39 

Lyceum and Moving Picture Entertainments 39 

School or Class Plays 39 

Carnival or Bazaar 40 

Box Socials 40 

Pie Socials 40 

Concerts and Entertainments 40 

Direct by Mail Plan 40 

Advertise! Advertise! Advertise! 42 



FINANCING the ANNUAL 



WAYS AND MEANS 
OF FINANCING THE ANNUAL 

In a previous Section we brought to your 
attention various sources of revenue for the 
financing of the Annual. In this Section 
these methods of raising money will be dis- 
cussed in detail. 

In all probability any one school will not 
use all of these methods, — some will fit this 
School and others that. It will be up to you 
as Business Manager to make your choice ac- 
cording to conditions in your own locality. 

Nor may it be necessary to use all of them. 
You may be able to raise all the funds you 
need through sale of books, subscriptions, fees 
from organizations, etc. The others may come 
in handy, however, to increase the revenue in 
a pinch. 

No doubt you will think of other methods 
as good or even better than the ones here 
explained. At any rate, the methods here 
given have all been tried in various Institu- 
tions and have worked successfully. Some of 
them, such as the subscription campaign, need 
modification according to the size of your 
School, but the idea remains the same. 



Getting The Subscriptions 

(Subscriptions meaning the same as Ad- 
vance Sales) 

Obtaining subscriptions from a large percent- 
age of the students in any institution of 
learning is the big problem that presents 
itself to the Business Manager of an Annual 
each year. 

Various plans have been tried for arousing 
enthusiasm, and more or less satisfactory 
results have been obtained therefrom. 

Of course, the first thing that any long- 
headed Business Manager will do when start- 
ing his sales campaign, is to get publicity 
from every available source in the School or 
College. If daily papers are published, or a 
weekly or monthly magazine, be sure and se- 
cure all the possible space you can from the 
editors. Close co-operation between the pub- 



lication boards of all papers and magazines, 
together with the annual boards, is very de- 
sirable, for in the end you are all working 
for the same goal and when we help each other 
we help ourselves. 

If it is necessary to pay for space in the 
various publications, it is best to do so and be 
as careful of your advertising copy, as you 
would if paying for real space in large national 
publications. 

When you advertise your annual, it is best 
to talk real facts about what you are planning 
to do in the book. If you plan an unusual 
Beauty Section or View Section, or some 
Feature Section which has not been used 
heretofore in the Annual, play them up to 
the greatest possible extent. You might also 
play up any contest which you plan, and above 
all things, give considerable attention to the 
Athletic Section which you will, of course 
cover as fully as possible. Another point to 
bring forth in the advertising of the annual 
is the space which will be given to Fraternities 
and local events, both in the Dramatic and 
Social lines. 

Next to the advertising, which you can give 
your Annual, a big factor (and probably the 
largest factor of all) is the personal solicita- 
tion which you must do among the students. 
Many methods have been devised for coaxing 
the dollars out of the pockets of the various 
students into the cash drawer of the Annual 
Board, but probably the most successful is 
thru using the fairer sex. It is difficult indeed 
for the male student to refuse a subscription 
to the Annual when solicited by an attractive 
lady, and the interests and efforts of the 
ladies can be secured thru various means. 

Where the university is large, it is necessary 
to have a great many solicitors, and the num- 
ber diminishes in accordance with the size of 
the school down to a small high school, where 
the entire class is supposed to back the propo- 
sition with its efforts. In the large universities, 
various voting competitions are often used in 
connection with the solicitation of subscrip- 
tions, and in practically all such cases, a 
certain percentage of the total price of the 
book must be paid at the time the subscrip- 
tion is signed. 



36 



College Annual Business Management 



Various boards have fixed different percent- 
ages for the advance subscription but it is 
generally conceded that the larger the percent- 
age of the advanced subscriptions obtained, 
the better position the Annual Manager is in 
to expect the completion of this payment. 
Generally the students are more abundantly 
supplied with funds during the early part of 
the year than they are at the wind-up, and if 
a student has only paid a small percentage of 
a subscription on a book, it is possible that 
at the end of the year, if his finances were 
low and it was a question of choosing between 
paying the balance of this subscription or 
spending the money for some other purpose, 
he might choose the latter. 

We recommend that at least 50% of the 
final price of the book should be collected with 
the subscription blank, and more whenever 
possible, but be sure and treat everyone alike. 
Either collect 50% from everyone or some 
other percentage, but make it universally the 
same everywhere. It is sometimes customary 
to allow a certain cash discount in case the 
student pays the entire amount when he sub- 
scribes early in the year. 

In some colleges, competitions have been 
held, allowing a certain number of votes with 
each subscription with an extra percentage or 
number where the subscription is paid in full. 
These votes oftentimes are applied in various 
manners. Sometimes they vote for the pretti- 
est girl in college or perhaps the most popular 
one, or some other accomplishment is used as 
a criterion and in such cases, of course, the 
sororities can be depended upon to back some 
certain member with all of the efforts avail- 
able. 

We suggest that in contests of this kind, 
(which have undoubtedly proved very effect- 
ive), it is better to vote for the most popular 
girl in college than it is to vote for the pretti- 
est girl in college. A voting contest of this 
kind is bound to develop into a popularity 
proposition or result in the winner being chosen 
because of some extra hard work put in by 
her admirers. This does not necessarily mean 
that the choice from such a contest will be 
the prettiest girl. 

For the above reason, we suggest a popu- 
larity contest with votes as coupons, because 
a tremendous amount of enthusiasm and com- 
petition can be worked up in the institutions 
thru proper encouragement and advertising. 
It is even advisable to place the names of the 
various contestants in very large letters on 



a bulletin board on the campus somewhere 
and change the positions each night as the 
votes are counted; also show the vote condi- 
tion in the various publications where you ad- 
vertise. 

We have known of the use of paid solicitors 
on a commission basis both for soliciting ad- 
vertising and subscriptions, but this rarely, if 
ever, works out satisfactorily, for it is impos- 
sible to obtain the college spirit and the 
necessary enthusiasm in such a manner. 

To sum the whole proposition up, the suc- 
cess of selling subscriptions and advertising 
can be traced back to just two words: "Hard 
Work". 

Here is what Mr. Boyd H. Logan, Business 
Manager of the 1921 Michiganensian has to 
say regarding the Subscription Campaign. 

"The first step in the subscription campaign 
is to get the staff of the business department 
well organized, to decide upon the method of 
procedure, and to secure a large corps of 
volunteer workers. The business staff itself 
will be too small to handle all the necessary 
stands (in a large school), or booths where 
subscriptions are taken, — hence the need of 
volunteers. Staff members should act more 
as team-captains, keeping the subscription or- 
ganization running smoothly. 

"At Michigan we place stands at every 
favorable place on the campus, and have 
someone taking subscriptions during the time 
classes are held, that is from 8 a. m. to 5 or 
6 p. m. The Michiganensian has tags printed 
so that when a student has bought a book, 
he is given a tag to wear until after the cam- 
paign is over. In this way no person who 
wears a tag is tackled by the salesman twice; 
while students without tags are caught at every 
opportunity. 

"Length of the sales campaign will differ 
under various circumstances and at various 
colleges and universities. The plan which has 
worked out best on the 'Ensian' is to set aside 
a week — and only a week — late in October or 
early in November as the limit for public sub- 
scriptions. After the week is up, subscriptions 
are taken only at the business office of the 
year book. 

"A successful subscription campaign needs 
publicity. The School paper should be sub- 
sidized to some extent to print as much 
"news" as possible about the Campaign, the 
information buyers will seek, the plans of the 
Editors of the Annual, and so on. Bulletin 



Financing the Annual 



37 



boards can be utilized for posters, and the co- 
operation of merchants can be obtained for 
advertising of one form or another. Every 
possible appeal, — school spirit, class spirit, 
should be used thus making every student 
desire a copy of the year-book above all pos- 
sessions. 

"A representative of the Annual can be sent 
to every fraternity and sorority house, club 
and league house to speak at meal-time. The 
houses will permit him to say a few words 
and sell subscriptions right on the spot. It 
also pays to give subscription books to some 
representative of every fraternity or sorority 
in order that sales may be made in that way. 
The larger the school the more complicated 
the subscription campaign necessarily becomes. 
It will be found that women solicitors often 
succeed much better on the campus than do 
the men. 



Subscription Books 

"The Michiganensian has subscription books 
made, perforated in the center, each side 
being the same, so that they can be signed by 
the purchaser of the book, the receipt torn 
out and the stub kept as a means of office 
record. The blanks must have consecutive 
numbers for the purpose of recording and 
distributing purposes. On the blank there 
should be provision for both part and full 
payment. 



Discount for Cash 

"We believe there should be some induce- 
ment made for the student to pay in full, 
consequently we reduce the price 50 cents for 
a paid up subscription. Those who do not 
pay in full upon subscribing are compelled to 
pay enough down (preferably at least one- 
half) to insure their interest in obtaining the 
book upon time of publication when they will 
pay the remainder. 



The Beauty Contest 

The successful college Annual, to become a 
byword on the tongue of every possible pur- 
chaser, must be popularized. To accomplish 
this, it must needs have efficient and sufficient 
publicity. 



To gain this necessary publicity, College 
Annuals the country over have adopted sev- 
eral methods of ensnaring the public fancy, 
one of the most successful of which is the so 
called "Beauty Section". 

Such a section, when properly used becomes 
one of the most productive advertising feat- 
ures that an Annual can employ. Mr. Noble 
K. Jones, a former successful manager of the 
University of Minnesota Annual has the fol- 
lowing to say regarding the Beauty Section. 

"At the outset, it was decided that a slogan 
or catchword should be devised which would 
supplant the official title, the "1916 Gopher", 
and which would place this particular Gopher 
first in the minds of everyone. The success 
of this slogan — "Everybody's Gopher" — can 
be measured by the fact that the entire student 
and faculty bodies, as well as the Twin City 
newspapers and friends of the University spon- 
taneously spoke of "Everybody's Gopher"; 
seldom of "1916 Gopher". 

"After the slogan had taken hold, the 
"Beauty Section" was sprung. Here again, 
a name that would stick was needed. "Vanity 
Fair" — the term applied — stuck so tight that 
it is still used by those referring not only to 
this particular section but also generally for 
all similar ones. 

"With the announcement of this innovation 
at Minnesota, came the rules governing the 
contest. 

"Only those women could become candidates 
whose names were petitioned by a definite 
number of signers. Interest was at once 
aroused in the signers who felt personally 
responsible for having landed a candidate. 

"The university daily was constantly primed 
with articles regarding these fair contestants. 
The Editors of a clever funny-column nomin- 
ated a dark horse whom they called "Elaine". 
She became the talk of the Campus and the 
subject of innumerable conjectures as to her 
real identity. 

"The Twin City papers were solicited and 
thoroughly interested in featuring Vanity Fair, 
with the result that the big Minneapolis and 
St. Paul newspapers devoted whole pages on 
several occasions to these Vanity Fair favorites. 

"This splendid publicity reached the half 
million of people of the immediate vicinity of 
the University everywhere and especially 
friends of the contestants had their eyes 
focused on the result of this Vanity Fair con- 



38 



College Annual Business Management 



test. Think of the valuable publicity, — and 
free, too. 

"The rule further stated that only eight of 
the score or more contestants would be given 
places in Vanity Fair and that only those 
who actually purchased a copy of "Every- 
body's Gopher" would be entitled to a vote 
(the back of each subscription blank offered 
a place for registering the vote). 

"The sororities having a number in the con- 
test and friends of other contestants were 
urged to sell books to obtain votes for their 
favorites. A selling corps of the most winning 
girls was stationed in every building. Their 
pleas could hardly be resisted. On the eve 
of the selling campaign all papers appeared 
with broadsides of pictures of the candidates 
including one of Elaine masked in a veil. 

"The sales results indicated more truly than 
anything else, the efficiency and sufficiency of 
this publicity. The high water mark of vol- 
umes sold reached 28% higher than that of 
any previous year. 

"To Vanity Fair and the easy, attractive 
publicity it naturally afforded must be given 
the credit for this material success." 

Annual Tag Day 

A very profitable plan for raising money is 
the "Tag Day" plan, as it is all profit. Most 
people are familiar with this plan, as it is 
often used. 

Have tags printed which will denote the 
cause for which the money is being raised, 
and sell them to those in attendance at the 
athletic meet, fair or other gathering where 
there is sure to be a crowd. Many towns 
have Street Fairs or Carnivals where there is 
a large attendance for several days. 

The tags are pinned on all those who make 
a donation from one cent up and if there are 
many girls tagging, a very large amount of 
money can be secured in a short time. 

Even if there are no special events which 
call out large crowds, you can set aside a 
certain day as "Tag Day" and send repre- 
sentatives among the business men and to the 
homes in the community as well as among the 
students. 



The Toll Gate 

Further contributions may be secured by 
letting girls stretch wide strips of ribbon (class 



colors) across one of the main streets or one 
or more of the main roads to the game or 
fair grounds and thus hold up automobiles and 
pedestrians until they contribute something to 
the Annual. Tags may then be tied. 

A tag day brings wonderful results. The 
tag should read somewhat as follows: 

I am loyal to College 

I have subscribed for the 

(Annual) 

These cards may be printed in black type 
on white paper and by enlisting the aid of 
some of the prominent lady students and giv- 
ing tag day sufficient publicity in advance, 
you should be able to make the day a winner. 



Assessing Organizations and Individuals 

Another method used by many schools is 
to assess the classes and other organizations 
for the cost of the pictures and engravings in 
their departments. The amount of the assess- 
ment may be paid out of the treasury of the 
organization or by the individuals themselves. 
When the organizations are notified of their 
share in the engraving expense early in the 
year, they can provide for it in the member- 
ship fee or by having special events where 
admission is charged, which will furnish the 
required amount. Rather than have their 
pictures left out of the Annual, these societies 
will be willing to pay the small assessment. 

The athletic activities are usually the most 
remunerative and that department of the 
School should pay for its share in the book 
from its treasury. 

There is no reason why the Annual should 
be made to bear the burden of individual 
photographs, especially when the pictures of 
some students appear several times in the book. 
They will be glad to pay for their own pop- 
ularity. 

Individual photographs are bought from the 
photographer by the individuals at a price 
varying from 75 cents to $1.50 per picture, 
with a slight additional charge for extra prints. 
(Extra prints are necessary when a picture ap- 
pears in several different places in the book.) 

In most Colleges, a fixed amount per page 
is charged to each organization to cover not 
only the engraving expense, but also paper 
and printing. The amount varies from $10.00 
per page upward. 



Financing the Annual 



39 



Advertising 

The revenue to be derived from local and 
foreign advertisers can be made considerable 
provided it is solicited in the right way. 
Interesting advertisers in the pages of your 
Annual is a phase of financing entirely apart 
from other methods. It is important enough 
to go into very much in detail and therefore 
will be dealt with in Section Six. 



Lyceum and Moving Picture 
Entertainments 

Many schools have successfully promoted 
lyceum courses and moving picture entertain- 
ments. The school auditorium is used for the 
entertainments, thus reducing the cost of pro- 
ducing the numbers. An intensive "season 
ticket" selling campaign in the early part of 
the school year — one week should be time 
enough — will usually be all the work along 
this line that will be required. The price 
charged for season tickets would naturally 
depend upon the cost of the course or movie 
entertainments, but in most cases is placed 
at about #1.50 or $2.00. 

It would hardly be advisable to offer both 
lyceum and movie entertainments. If your 
School owns a moving picture machine, you 
will find it easy to secure a series of six or 
more high grade films of the great classics — 
pictures that your local picture theatres sel- 
dom present. 

You will find the public in general, as well 
as the student body, anxious to patronize 
such pictures, and will have little trouble in 
selling tickets. 

If no machine is available, it is often pos- 
sible to rent or charter a moving picture 
theatre for one night a month, securing an 
especially attractive film and giving it the full- 
est possible publicity. 

Another system of conducting a movie en- 
tertainment is as follows: 

You might have the Manager of some pict- 
ure theatre secure for you a good picture which 
would be a drawing card to all and one which 
is somewhat educational in its nature, or some 
good modern novel. 

Make arrangements with him to give the 
staff a percentage of the receipts on the day 
providing you advertise the show and help sell 
the tickets. Of course the students will pat- 



ronize the show that day because they are to 
profit from it. 

If the picture is one that may be recom- 
mended by the English Department, credit 
might be given to those students attending, 
to take the place of some outside reading or 
book review. This would encourage attend- 
ance on the part of the students. 

This is fine advertising for the theatre, as 
it secures the patronage of the students and 
their parents. 

The show should be extensively advertised 
on the bulletin boards, both of the theatre 
and the school, also on the screen itself. 
Hand bills may be printed and scattered 
broadcast. The printer might be persuaded 
to donate these as his share in the book. Let 
the students sell the tickets just as for the 
class plays. The students might also sell and 
take tickets at the door, act as ushers, furnish 
the music or give an entertainment in con- 
nection with the picture. 

Arrangements might be made with the man- 
ager of the theatre to use this plan once a 
month and season tickets could be sold cover- 
ing the entire series. 

The lyceum course is handled in much the 
same way as the first method given of con- 
ducting a movie entertainment. The bureau 
will furnish you with window display cards, 
folders, cuts for newspaper, advertising, etc. 

In presenting either a lyceum course orpict- 
ure plays, you will be rendering a two-fold 
service, to the community in bringing to it 
clean, wholesome amusement, and to the 
School in stimulating the interest in education- 
al and inspirational entertainment and in help- 
ing make possible a good Annual. 



School or Class Play 

In most communities school or class plays 
are well attended and several may be given 
during the year. These plays are not only 
good experience for those taking part in them, 
but they are very profitable financially. 

At least one play during the year may be 
given for the benefit of the Annual. This 
play should be well advertised and the purpose 
for which the money is to be used should be 
generally known. 

As the Annual is a school publication, let 
every student participate in the sale of tickets 



4o 



College Annual Business Management 



and in this way the whole community will be 
solicited. 

An additional sum may be added to the 
receipts by having some members of the class 
appear in costume between acts and announce 
the purpose of the plan and the needs of the 
Annual and then let a collection be taken so 
that those who wish to give further help may 
do so. 



can see them. Often the contest gets hot be- 
tween some of the men who want their friends 
to receive the most votes, and they spend 
freely to bring about that result. A time limit 
must be set and the contest closed at a definite 
time. 

A box of candy or some other prize may be 
given to the lady receiving the most votes. 



Carnival or Bazaar 

A carnival or bazaar may be held in the 
gymnasium or in some large hall, and many 
original and interesting stunts can be carried 
out. Booths may be built, where home made 
candies, baked stuff, jellies and jams, fancy 
work and many other articles donated by the 
community, can be sold. Side shows with all 
the thrills of a real circus can be staged by 
local talent. Refreshment stands, fortune tell- 
ing booths, raffles, guessing games, fishing 
pond, and many other stunts may be used 
for getting money. Each organization in the 
School might be responsible for one booth or 
stand and in this way everyone will help. 



Box Socials 

Box Socials are also very profitable, as 
everything is donated. The girls of the School 
and community fix up a lunch for two, in a 
box or basket, and on a piece of paper inside 
the box place their name. The boxes or bas- 
kets are then placed on a table and auctioned 
off to the highest bidder. The men buy the 
boxes and eat with the girl whose name is 
inside. 

The boxes may be decorated in many 
pleasing ways, with colored tissue paper to 
make them attractive. 

Sometimes the men know whose box they 
are bidding on, and will bid very high in order 
to be certain of getting it. Others, knowing 
this to be the case, will bid against them in 
order to make them pay high for the privilege 
of eating with their lady friends. 

While all are eating, someone can start a 
popular lady contest, selling votes for one cent 
each. Solicitors should be out among the 
crowd receiving nominations and votes as 
well as the money. The names are called out 
with the number of votes for each lady, and 
these are placed on a blackboard where all 



Pie Social 

The Pie Social is similar to the Box Social 
as the pies are auctioned off to the highest 
bidder. The men who buy the pies eat them 
with the ladies whose names are hidden under 
them. You can make an outdoor picnic out 
of the social and have games of various kinds 
for entertainment. 



Concerts and Entertainments 

In schools where there is a band, orchestra, 
glee club or quartet, a concert may be given 
for the benefit of the Annual. Readings, dia- 
logues, etc., may also be given to make the 
entertainment more interesting. 

Other forms of entertainments which may 
be given for the benefit of the Annual are 
Lawn Fetes, Races, Athletic Games, Ice Cream 
Socials, Dances, Oyster Suppers, Debates, etc., 
but wherever you have a crowd, use some 
stunt to raise money for the Annual. 



The Direct by Mail Plan 

Direct by mail advertising is one of the 
most powerful sales forces in the modern busi- 
ness world. 

Marshall Field & Co., Sears Roebuck & Co., 
Montgomery Ward, Bellas Hess and Company 
are only a few outstanding examples of the 
thousands of firms all over the country who 
do tremendous business selling Direct by Mail. 

The same principles can be applied to selling 
College Annuals by the progressive Business 
Manager. In fact it has and is being used 
everywhere with marked success. 

We give here three letters which have been 
used successfully by several past managers, in 
every case with marked increase of Annual 
sales. These letters have been sent to the 
student body about a month apart, the first 
one about February 15th. The letters you 



Financing the Annual 



41 



will notice are planned, first to arouse interest 
in the student and second, to make him feel 
that his suggestions will be welcomed by the 
Staff, making him one of them, in a way, and 
third to convince him that he must place his 
order early if he is to receive a copy of the 
Annual. 

Letter No. 1 
"Blazing the Trail" 

When a certain merchant in Philadelphia, 
many years ago, announced that his Institu- 
tion would refund money upon request of any 
customer for any article purchased at his store 
that was not satisfactory, he was immediately 
besieged by his competitors, who implored him 
not to smash tradition. 

Later on, when he began to use full page 
advertisements featuring the One Price Plan, 
his idea was scoffed at by the other business 
houses. 

They thought that he was insane to tell the 
customer the truth, but Wanamaker knew no 
tradition. He simply built his business along 
honorable lines — originality — placing all his 
cards on the table and being frank with his 
customers, and because of "Blazing the Trail" 
along such lines, it earned for him a reputation 
as "The greatest merchant that ever lived," 
as well as built up for him a fortune estimated 
at Ten Millions of Dollars. 

For many years it has been the custom at 

our University to keep the work of the— 

(annual) among the limited number known as 
the Staff. 

These twelve people met practically every 
month to "Build the Big Book" and while 
this plan has been in vogue and will continue 
for the coming year, we are anxious to make 
this year's publication, a Record One and need 
more than the council of twelve. We need 
practically everyone at this University. 

You have undoubtedly seen the 

(annual) in the past. You know its good 
points and its bad features. 

We enclose for you a card and ask you to 
kindly return it. Please give us your ideas — 
w r here you would better it. Your suggestions 
will be sincerely appreciated. 

The 1920 ■ (annual) is YOUR 

BOOK as much as it is ours. Can we rely 
upon your loyalty to the School and ask you 
to kindly let us have this information, which 
we want very much by return mail? 



If this annual is a better book, it will be 
because of your efforts and suggestions. 

Your pen is handy — just fill the enclosed 
card, but do it quickly, and help us out. 

We need your assistance. 

Sincerely yours, 

The reason for coming out frankly and stat- 
ing the case as is done in this letter is to en- 
courage the student body to help you win. 

The underclassmen who receive the letter 
are honored. They feel good to think that 
a member of the Junior or Senior class thinks 
enough of their opinions and ideas to want 
them, and consequently become boosters for 
the book as well as purchasers. 

Letter No. 2 we have called "Twelve Heads 
are Better than One, and Five Thousand are 
better than twelve." This letter is intended 
for a School where there are five thousand 
students and twelve members on the staff. 
You can change the numbers, of course, to 
fit your own case. 

"Twelve Heads Are Better Than One, 

and Five Thousand Are Better 

Than Twelve" 

I know that you will be glad to hear that in 
response to our letter urging the co-operation 
of the Student Body and Faculty, we were 
literally "snowed under" with replies, and 
some of the suggestions received were certain- 
ly great. 

The Loyalty of our College is surely fine. 
It is going to make the work on our publica- 
tion much lighter, and enable us to mold a 
book that will surpass any previous issue be- 
cause of this whole-hearted co-operation. 

One idea which was advanced by a prom- 
inent member of the Faculty revolutionized 
the opening of the book. 

It will take a hackneyed old section and 
develop it into a Brilliant Feature — all as a 
result of a single suggestion. 

Another suggestion for a special section in 
the publication was so original and novel that 
it made a hit with everyone on the Staff. It 
will make the book stand head and shoulders 
over any other college annual in America. 

It sharpens and stimulates our enthusiasm 
to know that everyone at the "U" is back 
of us. 

Now, if you have any good ideas, don't 
keep them up your sleeve — pass them along, 



42 



College Annual Business Management 



because you know that twelve heads are better 
than one, and five thousand are better than 
twelve. 

We are waiting, 

Cordially yours, 

This second letter is a strong one. The 
Loyalty feature drives home a message to the 
student that, after all, he owes it to his Col- 
lege to help you make the year-book a success. 

The third paragraph of the letter, where we 
call attention to the help that was advanced 
by the prominent member of the Faculty, will 
make the student wonder who this is and what 
the idea was that he advanced. 



The heading of the third letter "We Made a 
Serious Mistake" will arouse the student to 
purchase a copy while there is still an oppor- 
tunity to get one. 

"We Made a Serious Mistake" 

The only trouble with my position as Busi- 
ness Manager of the (annual) is 
that it is a one-year job. 

One of the mistakes we made was ordering 
only a limited number of annuals on account 
of the increased cost of paper, ink, leather, 
type and engravings. 

There won't be enough of these books to 
meet the demand because this annual will go 
like "Wild Fire". 

I received a letter today from Mr. 
of the College Engraving Company, who is an 
authority on a work of this kind. Listen to 
what he says: 

You are to be congratulated upon the 
splendid material that you have in your 
book. The beauty of this annual will ap- 
peal to everyone who is interested in a 
college annual of Quality. 

The Color Harmony, the rich, dazzling 
designs, will place your book at the 'Top 
of the Heap' among college publications." 

It will be interesting to you to hear that 
the manager of a large eastern University An- 
nual was in our office and saw the plan of 
your book, remarked as follows: 

"There is the cleverest constructed publi- 
cation of the kind in America. You certainly 



made a mistake when you didn't order five 
hundred extra copies." 

What these two men have said convinces 
me that we should have taken a chance and 
ordered an extra number of annuals, but it 
is too late now. 

As a matter of protection to yourself, I am 
urging you to obtain your copy of the annual 
as quickly as possible. 

Therefore, don't delay a single day in getting 
in touch with me so that I can reserve a copy 
of the publication for you. 

We know there will be a large number of 
disappointed students at our School because of 
their inability to obtain a copy of this beautiful 
book. 

My telephone number is 885. The best plan 
it to take action NOW while you are thinking 
about it. 

Lift the receiver off the hook and I will be 
at the other end of the line listening — ready 
to enter your order for an annual. 
Sincerely yours, 



You should continually drive home to every 
student the popularity of the book and the 
necessity of ordering early because there is 
only a limited number and that you will be 
powerless to supply their order, unless they 
purchase on the day of the sale or place 
their order in advance. 

On top of this statement, there is inserted 
in the next to the last paragraph, in the 
third letter, the telephone number. This is 
of course purely for psychological effect, to 
hurry the order. 

These letters have done the business. You 
may want to change them here and there to 
fit your particular case, but in the main they 
are well planned. 

Try the Direct by Mail Plan. It has 
worked for others and will work for you. 

Mr. Russell Burchard, Manager of the 
"Salamagundi" Colgate University has this to 
say: 

Advertise! Advertise! Advertise! 

"This slogan helped me increase my sales 
materially. 



Financing the Annual 43 



"Run articles in the college newspaper fre- letters. I obtained 150 Alumni subscriptions 

quently. Keep your work and plans before thru one circular letter, 
the student body. Tell enough to arouse only ,, _ , . ... ... 

their curiosity. When your contracts are let, . . Don l wait untl1 the subscription campaign 

give out a descriptive account of the firms and be S in , s ' to . sta , rt y° u u r V^^Y work It pays 

experts employed. \° advertise _ all the time with the College 

f. T . r , . , , ... . . Annual as with everything else. It may be 

Inspire confidence in the ability of these that col , tradition must be upse t, but clean 

firms to put out a Best Ever book. If you resuks are better than dus met hods." 
have any special artists working, tell the 

student body about the quality of the work. Make full use of the Advertising and Sales 

Play up always to their interest. Campaign of the Art Crafts Guild. They will 

"Get your Alumni interested thru circular furnish complete supplies. 



SECTION VI 
SELLING ADVERTISING SPACE 



CONTENTS 

Page 

The Value of College Annual Advertising 47 

Amount of Advertising in the Annual 48 

Prices of Annual Advertising 48 

The Advertising Contract 48 

Kinds of Advertising 48 

Foreign Advertising 48 

Who Constitute Foreign Advertisers 49 

How to Solicit 49 

Solicit Persistently 50 

Those Who Sell to the College 50 

Local Advertising 51 

Back up the Local Advertiser 51 

Advertiser's Bulletin 51 

A Plan that has Made Good 51 

Writing Copy as an Aid 53 

Furnishing Illustrations as an Aid 54 

Soliciting Small Space 54 

The Advertising Dummy 54 

Summary 54 

Helpful Hints to the Ad Solicitor 57 

Enthusiasm 57 

Determination 57 

Confidence 58 

Preparation 58 

Prospecting 58 

Interviewing the Prospect 58 

Creating Desire 58 

Answering Objections 59 

Getting the Order 59 



SELLING 
ADVERTISING SPACE 



THE VALUE OF 
COLLEGE ANNUAL ADVERTISING 

Mr. Arthur B. Griffith, Oberlin College, says: 

"There was a time when advertisers in Col- 
lege Annuals considered their ads merely as 
gifts of so much money to the Annual Board. 
This condition doubtless still exists in many 
places. It implies two things, a wrong attitude 
of the advertiser toward his advertising and 
wrong methods employed by the Annual Man- 
ager in selling his advertising space. It may 
be hard to eliminate the first of these but there 
is no excuse for the second. 

"Advertising is the means the business man 
must employ to keep his business before the 
eye of the public. This is particularly true in 
a college community where a considerable por- 
tion of the buying population is constantly 
changing. In such a community also there 
are those stores which receive only a small 
amount of trade from students and those which 
do the major portion of their business with 
students. 

"The Business Manager should concentrate 
on the latter and make it plain that he desires 
advertising only from those who deal mainly 
with students or those who profit much from 
their trade. Many objections will, of course, 
always be offered, but once the Business Man- 
ager grasps the facts about advertising, its 
necessity, the nature of the community from 
which the advertising is sought, and the 
various local conditions, he is in a fair way 
toward making a success of his advertising 
section. 

Many Business Managers too, are apt to 
take the detrimental attitude that they are, 
to a large extent, asking a merchant for a 
donation toward the school, inferring that the 
advertisement has no value to the merchant. 
To be sure, this is and often has been the case 
in many schools, but it should not be, pro- 
vided the right merchants are solicited for ad- 
vertisements. 

Have you ever stopped to consider the buy- 



ing power of the average student body in a 
high school, college or university? 

Just to illustrate, suppose there is a body 
of about four hundred young men in a town 
of, say 15,000 to 25,000 population which can 
be induced to favor one or two certain clothiers 
therein. Then consider any one of the num- 
erous items such a number of young men are 
likely to buy in the course of a year, for in- 
stance a hat. It would be a rather conservative 
estimate to say that each student would spend 
$5.00 a year for hats — that is, $2,000.00 per 
year for four hundred students. 

Now what would the average wide awake 
merchant pay to get or keep that business or 
half of it, or even one quarter of it. Surely, 
he would pay the cost of a page advertisement 
in an Annual because it would be worth more. 

Then there are a great many other items 
of wearing apparel about which the same ar- 
gument is true. 

It holds true also, of course, in the case of 
girls and milliners or in the case of the butcher 
or grocer although possibly to less extent; at 
least returns from the latter's advertisements 
would be more indirect. 

Which brings out the fact that advertising 
should be solicited chiefly from those mer- 
chants who really will profit from the patron- 
age of students. 

If this is done the advertising solicitor can 
approach the merchant with confidence know- 
ing that he is putting up a good business 
proposition. He will have faith in the "goods" 
he is selling which in turn will give him faith 
in himself. 

The poorest salesman is he who attempts 
to go out and sell something which, in his 
own heart, he thinks more or less counterfeit 
or valueless. On the other hand, if you are 
offering the business man a real service, ask- 
ing him to invest his money in advertising 
that will bring returns, you can go out with 
the assurance that you are offering him a real 
service, a service, of which, if he can be made 
to see and understand, he will be only too 
glad to avail himself. 



4 8 



College Annual Business Management 



AMOUNT OF ADVERTISING 

IN THE ANNUAL 

Naturally this differs. No limit can be 
placed as to the minimum or maximum num- 
ber of pages of advertising an Annual should 
carry. In some communities where the mer- 
chant depends largely upon student trade, or 
where advertising is fairly easy to sell, it is 
a temptation to get the advertising section 
of the Annual too heavy, the chief reason 
being that it furnishes a good part of the 
revenue with which to finance the book. 

In other places, Business Managers, are glad 
to get the few advertisements they can. 

It is then, a case of choosing between whim 
and necessity, — the school features of the book 
should not be sacrificed in order to accommo- 
date too much advertising, yet enough of the 
latter should be sold to furnish a substantial 
part of the revenue. 

If you can sell enough to raise from 15% 
to 20% of your revenue you are doing well. 

Generally speaking, the advertising section 
should be approximately from 1-7 to 1-8 of 
the entire book. In other words, if your book 
has five hundred pages the advertising section 
could take up from sixty to seventy pages 
of these five hundred. 

This estimate is made from an average 
taken from a number of College Annuals, 
but, as before stated, no hard and fast rules 
can be laid down regarding this. Much will 
depend on local conditions. However, you 
may be guided somewhat by the averages 
given. 



PRICES OF ANNUAL ADVERTISING 

Here again it is difficult to give any definite 
rules. Prices for advertising space must be 
based entirely upon what the Business Man- 
ager feels he can ask after taking into con- 
sideration local conditions and what has been 
charged by previous boards of his college. 

It is wise for the Business Manager to place 
the rates just as high as possible and yet keep 
the good will of the local business men, other- 
wise he may make it difficult for his successors 
to secure the co-operation of perennial year 
book advertisers. 

Rates per page differ in different books and 
localities. They run from $10.00 in small 



books to as high as $100.00 and even higher 
in some of the larger publications. 

In a book of about 450 pages the rates 
would run about as follows: 

One full page $50.00 

One half page 35 .00 

One quarter page 25.00 

One eighth page 15 .00 

This again is an average taken from a num- 
ber of books. 

Notice that the rates for smaller space are 
not reduced proportionately to the size of the 
ad. They should not be, of course, from an 
advertising standpoint. 

The proportionate decrease in price as the 
space increases acts as an inducement to the 
merchant to buy larger space. 

Sometimes, with an advertisement of one- 
half page or more the merchant is given a 
complimentary copy of the book. This is an- 
other inducement to take larger space. 



The Advertising Contract 

The Advertising Contract must be a valid 
legal contract binding upon both parties. See 
Section VII for form of contract. 



KINDS OF ADVERTISING 

Advertisers who may be solicited to buy 
space in the Annual are of two kinds: 
Foreign 
Local 

Foreign Advertisers are those who are 
located at a distance from the School, but 
who may benefit in an indirect way from 
advertising in the Annual. 

By Local Advertisers is meant merchants 
in the immediate vicinity. 



Foreign Advertising 

The new Business Manager generally takes 
a rosy view of the opportunities that are 
before him in the foreign advertising field. 

He wonders why previous Managers have 
not secured full page spreads from such con- 
cerns as Goodrich Tires, Automobile Ad- 
vertisers, Hart, Schaffner and Marx, Cream 
of Wheat, Gold Medal Flour, Ivory Soap 



Selling Advertising Space 



49 



and a host of others who continually spend 
large sums of money advertising their products. 

The advertising that appears regularly in 
the national magazines undoubtedly looks 
good but he does not realize how difficult 
it is to get an order from a national advertiser, 
because he does not understand on what 
basis such advertising is placed. 

He is not aware of the countless trips that 
representatives of national publications have 
made to these concerns, of the remarkable 
research work that their merchandising ex- 
perts are doing in order to place before the 
advertising manager definite data as to the 
value of their publications for advertising 
his product. 

A great many letters of College Annual 
Managers soliciting space from these large 
concerns never reach the advertising manager, 
but find their way into the waste basket 
because they sing the same song, "advertise 
in our Annual and you will receive good re- 
sults," a refrain which has no weight because 
heard so often and because not backed up 
with facts to prove its truth. 

After a great deal of time is spent, and 
considerable money invested in postage, numer- 
ous letters, stenographic work, etc., the 
manager wakes up to the fact that he has 
been "shooting into the air" and commences 
to wonder why these large concerns have 
not purchased space in the book. 

Most of the National Advertisers of today 
place their advertising on the basis of two 
points which are: 

Type of people the magazine reaches 
Size of its circulation (compared with 
its rate) 

The Saturday Evening Post, for instance, 
is a wonderful advertising medium because 
it reaches all of the middle and better classes 
of people and its circulation (number of copies 
of issue sold) reaches into the millions. 

Everything in the advertising field today 
has to be proven. The advertising manager 
will not, as a rule, place business on guess 
work. A magazine must make good or it 
will not get a "repeat order." 



Who Constitute Foreign Advertisers 

The national advertiser (if he is a manu- 
facturer, as is usually the case) realizes now- 
adays, however, that his goods are not sold 



merely because he has placed them on the 
dealer's (retailer's) shelves. They are not 
sold before they are moved off the dealer's 
shelves and have reached the ultimate con- 
sumer. It does no good to overstock a dealer. 

Knowing this, the manufacturer does what 
he can to back the dealer up, help him sell 
his (the manufacturer's) goods. He does 
this by keeping before the public his product, 
by means of advertising. This advertising 
may take the form of ads in national magazines 
or in other various ways, such as local news- 
paper advertising, folders, car cards, posters, 
window cards and hangers, circulars, etc., etc. 
Many manufacturers use all these means to 
help the local dealers sell his goods. 

Oftentimes, he furnishes the dealer these 
circulars, cards and other media free of charge, 
sometimes the dealers share the cost. The 
manufacturer may, for instance, furnish the 
cuts, or electros for a newspaper ad and the 
local dealer pay for the space. 



How to Solicit the Foreign Advertiser 

At any rate the best appeal you can make 
to these large concerns (which constitute the 
foreign advertising prospects for the Annual) 
is to help the dealer in your locality to sell 
goods. 

When the traveling salesman, representing 
a manufacturer calls in your locality, he 
makes notes of the value of the advertising 
that is being done locally and reports thereon 
to his house. 

The Advertising Manager for the manu- 
facturer is vitally interested in this report. 
He is familiar with the name of every merchant 
who carries their product, and it is his job 
to help this merchant increase sales, because 
increased sales for the local merchants mean 
increased sales for the manufacturer. 

Now what does all this mean to the College 
Annual Business Manager? 

It means just this: Before any soliciting 
of foreign advertising is done, some research 
work should be carried on in his locality 
with a view of ascertaining what large con- 
cerns may be approached for advertising, 
in other words, to find out what manufacturers 
sell their products through local dealers. 

For instance, the John Jones & Company 
who sells gents furnishings may stock Hart, 
Schaffner & Marx Suits, Hole Proof Hosiery, 



So 



College Annual Business Management 



Cheny Ties, Arrow Collars, Boston Garters, 
Stetson Hats, Manhattan Shirts, B. V. D's, 
Fownes Gloves, Hannon Shoes, etc. 

By making the rounds of local stores you 
can gather a big list, not only from clothing 
stores, but from other, — sporting goods dealers, 
— drug stores (for toilet preparations, cameras, 
etc., etc.) 

In this way you can make up a list of con- 
cerns who sell through local dealers and who 
can be approached in a business-like way 
on a straight business proposition, — to help 
local dealers sell more of their goods. 

Here is a sample of letter written with 
the idea of bringing this home to him. 



Mr. Advertising Manager (His Name) 
Name of Manufacturer, 
Address 

My dear Mr. 

You are of course interested in helping 
John Jones & Company of our city sell more 
of your fine suits and should therefor in- 
vestigate the value of placing a full page ad 
in the best advertising medium in (city) 

This medium is the (Annual) and 

here is what makes it so good. 

We have in this college three thousand 
live young men between the ages of 18 and 
24 practically all of whom will purchase one 
or more suits during the fall, winter and 
spring. 

The writer knows of the high standard 
of your suits. However, all of our students 
should know it. The young men of this 
college^ like to dress well, and furthermore 
they have money to spend and are ready 
to spend it when they are convinced that 
there is something new and good on the 
market. 

When they see an advertisement in our 
Annual they know that the product is backed 
up by the Manager of this publication and 
his Board. 

We have only pages left, and you 

can't do better to help John Jones & Co. 
increase their sales and make of our students 
good boosters for yourself, than to sign the 
enclosed advertising contract and return it 
to me. 

Immediately upon receipt of this contract, 
I will call on John Jones & Co. and tell them 



that you are backing them up with local 
advertising through our Annual. 

I know this will please them as it will help 
them increase their sales. 

Yours sincerely, 
Name 

Business Manager. 

This letter may of course be modified to 
fit circumstances but covers the idea to be 
followed. 



Solicit Persistently 

One letter is not enough. You must follow 
it up with two, three or four others. Make 
them interesting. Put some new sales idea 
into each one. One letter, for instance, may 
tell of how you are going to back up your 
advertisers by placing their names on a bulletin 
board and by having the students actually 
patronize the advertisers (This phase will 
be taken up later in this section). 

Letters like these will reach the advertising 
manager of a large concern and get his interest, 
when one merely stating that he should ad- 
vertise in your Annual because he will get 
results will never reach his desk. Letters 
like the one shown will interest him because 
he will at once see you understand part of 
his problem, that of helping the dealer sell 
his goods. 



Those Who Sell to the College 

There are other foreign concerns who sell 
their goods to the college such as book pub- 
lishers or dealers, sporting goods dealer, 
dealers in art materials, school supplies, etc. 
who can be gone after on another basis en- 
tirely. If they are doing business with your 
school they will in all probability be pleased 
to purchase advertising space in your Annual. 
It may be to their interest to do so. This 
need not necessarily be thrown at them, nor 
should they be threatened with dire con- 
sequences if they do not purchase space. 
The chances are they realize why they should 
buy space without being threatened. Merely 
calling to their attention in a polite business- 
like way how the college has patronized them 
in the past will, in all probability be sufficient. 
Follow them up, however. 



Selling Advertising Space 



5i 



Local Advertising 

The local merchants who are solicited should 
as before stated, be those who can really 
profit by advertising in the Annual. 

In the opening paragraphs of this Section 
it was shown how merchants can profit. 

Here we want to bring to your attention 
how you can prove to him that it will pay. 



Back up the Advertiser 

To place the soliciting of advertisements 
on a real business basis, it is essential, in 
the first place, to organize the buying power 
of the student body, so that you can go out 
and truthfully make statements to the effect 
that the merchants who buy advertising space 
will receive student patronage. 

To back up advertising and make it effective, 
you must also work to create sentiment in 
favor of trading with merchants who take 
advertising space in the Annual, else you 
will be soliciting support under false pretenses. 
Inasmuch as the Annual is primarily a 
senior class affair, appeal to them in class 
meeting to make it possible for you to back 
up the claims you intend to make to the 
merchants, that the Annual advertising will 
control the buying power of this class at 
least, by patronizing the advertisers in pre- 
ference to those who will not advertise, when- 
ever that is possible. Have a resolution passed 
to the effect that: 

We, the class of , realizing and recog- 

nizing that the advertisements in the Annual 
are necessary to its financial success, con- 
sider it a duty and a matter of class honor 
to try to make an investment therein a 
paying proposition for those who, in that 
manner, indicate their good will toward 
the class and school: 

And hereby resolve to give every pre- 
ference to those merchants who have sub- 
scribed for space in the Annual. 

And hereby direct the Business Manager 
of the Annual to keep a list of these mer- 
chants posted in a conspicious place. 



Advertiser's Bulletin 

In posting such a list, arrange to have 
one that is readable and attractive. To 
accomplish this end, arrange the list by busi- 



ness, putting each advertiser under every 
heading where he has goods to sell, and any 
stunt or series of stunts you can work up 
to keep this list pleasantly before the school 
will make the advertising in the Annual 
actually productive of business for the firms 
who have taken the advertising space. 

This bulletin can contain the names of 
both local and foreign advertisers. 

When you go to a merchant with a real 
plan like this for backing him up, or call 
the attention of the foreign advertiser to it 
by letter, he will be quick to see the actual 
value to him. You've got a good business 
proposition to talk to him about and do not 
need to beg him to purchase space merely 
because you tell him it will pay. Backing 
him up and telling him about it will prove 
that it can be made to pay. 



A Plan that has Made Good 

Recently the advertising manager of one 
of the largest annuals in the country happened 
to be a young man who had had some ad- 
vertising experience in the commercial field 
and from his experience he evolved a plan 
which proved extremely successful in securing 
a large amount of advertising for his annual 
that year. 

The idea of this advertising manager was 
to demonstrate to the various advertisers 
that the advertising they placed in his annual 
was not a mere matter of courtesy but a 
bona fide, profitable transaction from which 
they derived actual benefit. 

This advertising manager explained his 
entire scheme to the various prospects when 
he solicited them and as he was enthusiastic 
over the plan himself, and had something 
of considerable value, the advertiser was not 
slow to recognize the benefit to be derived 
therefrom and take advantage of it. 

The plan was this: In the Central Univer- 
sity Building, where notices and bulletins 
are constantly posted, it was agreed that 
the board managing this annual should place 
and keep constantly posted, a list of the 
firms who had contracted for advertising 
space in the annual. Then it was to be an- 
nounced and advertised throughout the univer- 
sity that students purchasing merchandise 
from the advertisers listed would be given 
a substantial rebate in the purchase of their 
annual, depending upon the amount of cash 



52 



College Annual Business Management 



purchase slips turned in to the advertising 
manager. 

Of course, if the university student, John 
Doe, is going to buy a pair of shoes, a hat 
or a suit, to say nothing of ties, handkerchiefs, 
books, fountain pen and numberless other 
articles necessary to college life, he ordinarily 
would just as soon purchase these articles 
from one firm as another, and if the student 
is going to derive some personal benefit from 
purchasing articles from some particular series 
of stores or manufacturers, it is quite natural 
that he should buy from those sources, all 
things being equal. 

As fast as the various students accumulated 
any reasonable number of cash slips from 
the stores of the advertisers, these slips were 
turned in to the annual board to the person 
designated and due credit was given to the 
student turning them in. Upon receipt of 
these slips and after the credit had been 
properly posted to the name of the student, 
the slips were assorted according to the names 
of the stores where articles were purchased, 
and the advertising manager for the annual 
took great pleasure in making two or three 
trips during the year to these various stores 
and laying upon the desk of the proprietors 
a large number of slips or receipted bills, 
showing how much the advertising in this 
particular annual had produced for his clients 
in the way of business. 

The principal objection advanced by most 
firms solicited for advertising in college annuals 
is that the volume does not appear on the 
campus with the ads printed therein until 
about the end of the college year when the 
time for deriving any possible benefit from 
these ads has passed. This is very true, but, 
you can see from the use of the bulletin board 
as suggested above that the advertiser really 
gets a double amount of advertising and has 
the added advantage of the co-operation of 
the advertising department of the annual 
which, of course, is anxious to actually secure 
business for his clients in the advertising 
department to make the book a success this 
year, and also promote good will on the part 
of the advertisers for the staff of the coming 
year. 

Some method of this kind, if worked con- 
scientiously for several years in rotation at 
a university or a high school, ought certainly 
to develop a knowledge of the value of this 
advertising among the merchants of the locality 
so that very little difficulty would be en- 



countered in soliciting advertising and selling 
space in the annual for future years. 

The question for the advertising manager 
to determine in conference with the business 
manager, in case this scheme of soliciting 
is utilized, is just what percentage should be 
allowed on an annual and how much the 
board can afford to donate in this manner. 
It is possible that some books might be given 
away entirely without charge if the percentages 
are allowed to run in that manner, but it 
would also be possible to allow a rebate on 
the purchase price of the annual only up 
to 50% of the selling price of the book, or 
some other figure to be determined by the 
Board. 

It is easy to demonstrate from the above 
method that actual results are derived from 
such advertising and that it is profitable 
in all cases. In such a plan, as in all business, 
the success depends entirely upon the energy 
and enthusiasm of the annual board and the 
advertising manager, and without careful co- 
operation and the proper sorting and crediting 
of the cash slips, much dissatisfaction might 
arise. 

Any up-to-date firm is willing to advertise 
if it can be shown clearly that they get results 
from such an expenditure and here is a plan 
whereby positive results can be shown and 
tabulated, for it is a simple matter to post 
these cash slips in a little book before returning 
them to the various dealers and then you 
will be able to show him at the end of the year 
the exact total amount of business he has 
secured from the students thru his adver- 
tising and such a record can be passed on 
to the annual board or advertising manager 
who succeeds you next year. This will be 
of great benefit to them and the benefit will 
be accumulative for the plan could be carried 
on from year to year to the very considerable 
advantage of the finances of the book. 

I am inclined to believe that with a plan 
of this kind properly worked, the advertising 
managers of the various firms could be de- 
pended upon to pay their bills before the 
last thing at the end of the season. As things 
go now, the advertising accounts are some 
of the last to be collected and hardly any 
advertiser is willing to pay his bill until he 
has been shown a completed copy of the 
book with the advertisement printed therein. 

All advertisers and manufacturers are more 
anxious to see the direct results in the way 
of sales than they are to see their name printed 



Selling Advertising Space 



53 



in pretty type or pictures in a book, and if 
they have already been shown the results 
of the ad, it is fair to assume that most of 
them would pay the greater part, if not all, 
of their advertising bill earlier in the season, 
which in turn would allow the annual manager 
to take advantage of each discount which 
he cannot secure in many cases if they wait 
until all of the books are bound, to collect 
their advertising. 

This rather novel suggestion of an adver- 
tising campaign appeared to the writer to 
be applicable to any high school or college 
in the country, and as it met with great success 
in the instance quoted, we are glad to hand 
the information on to the various annual 
managers and editors who will read this 
course. 



calling on Tom, asking him to take an ad 
with no other agreement and with nothing 
to spur you on but that Dick and Harry 
just turned you down. 

Leg work means a good deal and has won 
many a battle but usually it was a case of 
legs directed by brains, — there was a plan 
before the march. Concentrate your fire 
where it will be most effective. 

In a recent Annual I saw an ad which 
read as follows: 

" Franklin Stimson & Co., 5th Ave., New York, 
Men's Shops: Clothing, Shoes, Furnishings 
for Gentlemen." 

Anything startling about that? Anything 
uncommon, anything to attract your attention, 
let alone get your interest? No, it took no 
wizard of an ad writer to get that up. 



Writing Copy as an Aid 

If there is some one on the staff who seems 
to have the ability to write clever "catch 
phrases," "headings" or "copy" for ad- 
vertisements, his ability should be made use 
of to the fullest extent. 

Of course foreign advertisers will have 
their ads prepared by their own advertising 
departments. 

However, presenting a cleverly arranged 
and written advertisement to a local merchant 
at the time he is solicited will go a long way 
toward winning him over. 

If he has advertised in previous Annuals 
published by your School, you may be able 
to show him how his ad could be improved. 

If he has not advertised in the Annual 
previously an attractive ad will get his interest. 

In any case, you will find this one way 
to win his confidence. The very fact that 
you have taken the pains to put in some 
time in getting up an ad for him will be a 
point in your favor. Then, if you really 
have a good ad, the get up and copy showing 
that you have put some thought into studying 
his business will break the ice in many a 
case, where the sledding would otherwise be 
hard. 

Of course, getting up layouts for ads means 
research work, but such ads can be made 
more effective than by leg work. By careful 
choice of merchants to be solicited in the 
first place and careful thought before seeing 
these will show better results than merely 



Here is another one. 

"Docstader & Sandberg 

Chicago 

Catering to the Clothing 

Requisites of College Men" 

The above is a little better than the first 
one, but not a live one by any means. Com- 
pare it with the following: 

You will wear a Jerrems Suit twice 
as long as ordinary clothes because 
you will enjoy its comfortable fit 
and good style. 

Jerrem, — Tailors 
Address 

The fellow who wrote that put some "reason 
why" into his copy, — a little thought which 
no doubt went twice as far and stuck twice 
as long as the mere announcement of business 
and address. 

Copywriting is, of course, a profession that 
can't be learned in a day or a month either. 
The expert has usually taken years to gain 
his expertness. However, some are more 
gifted along this line than others and as 
before stated, if there is any one on the staff 
or among the students who would, in the 
Business Manager's estimation, do this sort 
of thing well, he could employ his time very 
profitably at it. Possibly some one on the 
Editor's Staff will fit in. 

Much can be gained by watching recent ads 
in newspapers and magazines. Ads therein 
will many times furnish inspiration for copy 



54 



College Annual Business Management 



to fit a particular prospect for Annual Adver- 
tising. Of course direct copying should not 
be resorted to as infringement of copyright 
might result, but the ads in current news- 
papers and periodicals may furnish inspiration 
to the young student who has been assigned 
the task of getting up ads for advertisers in 
the Annual. 



Furnishing Illustrations as an Aid 

Your Staff Artists may render a great service 
in the solicitation of advertising by making 
drawings of a quick, snappy character to il- 
lustrate ads of local merchants. The merchant 
should of course pay for the engraving, but 
offering to furnish a picture to illustrate his 
ad without charge is an added inducement 
which sometimes will get his signature on the 
dotted line. 



Soliciting Small Space 

Most business men are usually glad to assist 
in making the School Annual a success, and 
if you go after it right you will meet with a 
generous response in soliciting small space ads. 
If after soliciting the merchants who can 
profit by using larger ads, there is still some 
space left, divide these pages into cards and 
solicit doctors, lawyers and other professional 
men. You can have as many as twenty or 
more cards to a page and should have little 
trouble in disposing of several pages of ad- 
ditional space in this manner. Charging $1.00 
to $2.00 per card would net you a good re- 
turn for such space. 



THE ADVERTISING DUMMY 

After all copy is in, an advertising dummy 
is made up under the direction of the adver- 
tising assistant. Engravings which are to 
accompany the advertisements are numbered 
consecutively and thus made up in the ad- 
vertising dummy. 

Since it is easier to sell advertising when 
the merchants are told that some art or humor 
will be distributed throughout the advertising 
section, endeavor to employ a few cartoons 
or pictures. 

The first page of the dummy should be an 
Advertising Section heading. For the next few 
pages it is well to use full page ads, all larger 



advertisements before the quarter and eighth 
page ads. Caution should be employed in not 
placing the advertisements of like businesses 
adjacent to each other. 

Copy secured from advertisers is pasted in 
the dummy in the order that it is to be run, 
the number of cuts being recorded on the 
copy. An advertising index is made for the 
last page of the Section. 

When the advertising dummy is completed 
each page is cut out, placed in a separate 
envelope and sent to the printers along with 
the necessary engravings. When the two 
proofs of each page come back from the printers 
each advertiser is sent the proof for his ad- 
vertisement with the request to correct, ap- 
prove, and return it at once. After all proofs 
have been returned from the advertisers an- 
other dummy is made up, and this time the 
page proofs pasted in on each page. Great 
care is exercised in order that no mistakes 
may appear on this copy. An advertiser may 
not pay if his advertisement is not correctly 
handled. 

Corrected proofs are sent to the printers. 
If there are mistakes on the next proofs re- 
ceived from the printers, they are corrected 
by the Business Manager and again returned 
until the advertising section is absolutely cor- 
rect in typography. 

Some books follow the custom of numbering 
the pages of the advertising section with 
Roman numerals to differentiate it from the 
rest of the book. 



SUMMARY 

To summarize this discussion of the solicita- 
tion of advertising, we herewith give an ac- 
count of the advertising campaign as it was 
carried on by Mr. Poole, Business Manager 
of the 1921 Illio, the year book of the Uni- 
versity of Illinois. 

"During vacation I continued to think over 
and to develop plans for the coming year." 

"I realized that during the months of No- 
vember, December, January and February, we 
would be called upon to solicit about 85 pages 
of advertising. I further realized that such 
a campaign could not be carried out in an 
efficient manner and to a successful conclusion 
without being carefully planned beforehand. 

"It was my belief then and it has since 
been found to be true that advertising in a 



Selling Advertising Space 



55 



college year book appeals strongly to but a 
comparatively limited number. But I be- 
lieve that this number, which included firms 
dealing in men's and women's furnishings, 
sporting goods, and other allied articles, with 
the firms interested in the universities, was 
large enough to take care of the advertising 
space which we would require. It was my 
opinion that the advertising pages should never 
make up more than one-eighth of the book. 

"I therefore roughly formulated a plan for 
carrying out such an advertising campaign 
and began to work up some of the detail. 
I outlined: 

1. A letter to the current advertisers cal- 
culated to bring about the renewal of 
their advertisement. 

2. A general sales letter designed to con- 
vince prospective yearbook advertisers 
of the superiority of this particular book. 

3. A series of follow-up letters for the use 
of assistants in keeping after the foreign 
prospects. 

4. A classified list of local prospects. 

"This detail, worked out beforehand, I be- 
lieved would give momentum at the start of 
the campaign. 

"During the latter part of November, and 
at one of the weekly meetings of the staff, 
I laid before them my plan for conducting 
our advertising campaign. Foreign soliciting 
was to receive first consideration. Attention 
to local advertising would not be given until 
later. The outline which I laid before them 
was as follows: 

"Foreign: 

1. The mailing out of the renewal form 

letter to the current advertisers. 

2. The working up of a foreign prospect 

list by each assistant. 

3. The making of a trip to Chicago by 

the Sophomore Business Assistants 
under the supervision of the Business 
Manager; The purpose being to in- 
struct them in the manner of solicit- 
ing at meetings held each day at 
lunch time. 

4. The making of additional trips during 

Christmas vacation by each assistant, 
individually. 



5. The following up of hopeful prospects 
secured on these trips by sales letters. 

"Local: 

1. This campaign was to be begun as early 

as possible. 

2. Soliciting to be done entirely by per- 

sonal interview. 

"Reports were to be given at meetings held 
each week; additional instruction was to be 
given then. 

"In soliciting this advertising, no agencies 
were used. Further, no commissions were 
paid to the staff. Compensations were made 
in the form of a bonus given at the end of 
the year. 

"The entire eighty pages with an additional 
12 pages were filled by the middle of February. 
At that time the make-up of this section was 
begun. Copy and cuts for the section had 
been collected to some extent by this date. 
This was now placed in charge of one man, 
and rushed thru to the collection for the 
entire section. 

"In laying out the section, care was taken 
to keep the grouping balanced with regard to 
the frequency in which the cuts and roasts 
appeared. Attention was also paid to the 
character of the copy in order that the better 
set-up copy did not appear bunched. In mak- 
ing the copy ready for the printer, the copy 
for a whole page was placed in an envelope 
and the layout marked thereon. This envelope 
was numbered to correspond to the particular 
page. A record of the copy and cuts which 
were numbered was kept in a book. After 
the entire section was completed, care was 
taken to return all cuts to the owners and to 
have them acknowledge their receipt. This 
insured no ill feeling." 

Nov. 29, 1919 



Att. Advertising Manager 

Gentlemen: 

You are probably now placing your adver- 
tising appropriation for the coming year. We 
ask you to consider again our worthy medium. 

The "Illio", the official yearbook of the 
University of Illinois, will be of greatly in- 
creased value in placing your products before 
college men and their families. The enclosed 



56 



College Annual Business Management 



circular which outlines the increased circula- 
tion, the added features, and other information 
will substantiate this statement. 

Realizing that the war is over and that 
times are again becoming normal, our staff 
is working like Trojans to give the 7,500 
students and other interested parties some- 
thing beyond comparison in college annuals, 
to portray worthily the greatness of our Uni- 
versity and its men by recording its events 
and their activities. We will not disappoint 
them — but further, we will give you this in- 
creased value to your advertising at the old 
rate. The enclosed circular will give you this 
rate and will tell you why your advertisement 
cannot remain unseen. 

We believe that you will realize the value 
of our space even more than you have in the 
past; for this reason we are enclosing our con- 
tract. We trust that you will return this 
contract filled out at your earliest moment 
that we may reserve the most advantageous 
space for you. 

Very truly yours, 
The 1921 Illio, 
Business Manager 



The 1921 Illio 

THE 1921 ILLIO will be the first post- 
war ILLIO; it will be the Victory Home- 
coming number. Not only will the circulation 
of 4,000 be greater than that of any previous 
annual of any university, but the book itself 
will be greatly expanded; its 774 pages will 
contain many new and charming features; 
its 31 inserts in colors will be works of art. 
The book will be printed upon Warren's 
Enameled Paper Stock, which will be varied 
by three finishes. The book will be bound 
in a handsome leather binding. 



The Advertising Section 

The Advertising section will contain the 
fun of the book. Among its 80 pages will 
be liberally interspersed jokes and personal 
accounts, a feature which makes this section 
of the book so popular with the student-body, 
and also insures your ad of being read. Na- 
tional advertisers have contracted for 50 
percent of this space. 



The above is a specimen of one of the letters 
sent out to solicit foreign advertising. 



THE CONNECTING LINK 

between YOU and your CUSTOMER is 

The 1921 Illio 

an advertising medium 

Why? 

Because THE ILLIO is the official yearbook 
of the University of Illinois, the largest and 
most progressive of all the middle-western 
universities. 

Because it is read and dearly prized by the 
many Illini; Illini who account among their 
numbers: 

An Alumni of over 40,000 
A Student Body of 7,500 
A Faculty of over 1,000 
A College Community of 35,000 
Illini, who come from the colleges of 

Commerce Chemistry Literature, Arts 

and Sciences 
Engineering Medicine Law 
Ceremics Dentistry Music 
Agriculture Pharmacy Education 
the Colleges of the University of Illinois. 



Advertising Rates 

Our advertising rates are the lowest of any 
yearbook of its class: 

Full page #40.00 

Half page 20.00 

Quarter page n. 00 

Copy must be in our hands by March 1, 
1921. 
The Illio is distributed May 1, 1921. 
The reverse of this page is a dummy Illio 
page; you may lay out your ad upon this 
page. The size of the type page is five inches 
by eight inches deep. 



The "Pull" of our Advertising 

The Pull of our advertising is recognized 
by the "big advertisers." 

The Illio circulates all over the state and 
country. An Illio reader represents your 
best class of prospective customers. It may 
be truly said that the Illio is "A Familiar 
Friend to the Many Illini." 



The above shows the circular, setting forth 
rates, etc., referred to in the letter on the 



Selling Advertising Space 



57 



preceding page. This circular accompanied 
all letters. 



HELPFUL HINTS 
TO THE AD SOLICITOR 

Practically all the success or failure of the 
advertising section of an annual is due to 
the efforts of the advertising manager and 
his corps of solicitors who work under the 
Business Manager. While you can call on 
the School and class spirit to support the 
subscription list, it is a regular salesman's 
job to go out and solicit advertising and 
secure bona fide contracts and money there- 
for. Charges for advertising in various annuals 
run anywhere from $10.00 per page to over 
$100.00 per page, depending on the standing 
of the book and its subscription list, together 
with the ability of the salesman to present 
the proposition properly. 

The assistant business manager who has 
charge of advertising must be the most able 
man on the staff, one who really knows his 
business and is willing to work hard. 

Every member of the staff must work on 
local advertising, for efforts must be made 
to sell every local prospect. The Business 
Manager should divide the business district 
into sections, assigning one member of the 
staff to sell each section. Selling yearbook 
advertising is a matter of patience and per- 
severance — mostly the latter. If a merchant 
does not buy the first time another salesman 
should be assigned to sell him. A woman 
member of the staff may have success where 
men have failed. 

Continue your efforts to take in advertising 
until all the space is sold or until time to 
send the copy to the printers. 

The Business Manager should, together 
with the member of his staff who is to have 
charge of advertising solicitation, carefully 
go over the "territory" to determine upon 
every possible prospect who can profit by 
use of space in the Annual. 

Between them they should prepare a sales 
talk or "canvas" to be used by the salesman. 

The men should be drilled in the use of 
this, so as to make their talk in a natural, 
interesting and enthusiastic way and not 
repeat it mechanically. 

A sales talk is useful chiefly as a means 



by which a salesman may bring a prospect 
back to the subject when he has "wandered 
off the track." 

A good salesman will use his sales talk 
differently according to the nature and char- 
acter of each prospect he is interviewing. 

The salesman should understand this and 
the purpose or reason for a prepared sales 
talk. 



Enthusiasm 

The advertising solicitor must be full of 
enthusiasm about the value of the Annual 
as an advertising medium. This enthusiasm 
must not be allowed to run down for one 
cannot arouse feeling in others if it is not 
present in one self. Clean, honest enthusiasm 
will often succeed where a dry recital of facts 
is time wasted. 

The Business and Advertising Managers 
should enthuse their assistants about the 
Annual space and should see that they thor- 
oughly understand the value of it. They 
should go over with them the points about 
foreign and local advertising which have been 
discussed in this Section and do everything 
in their power to make them understand the 
value of the "goods" (advertising space) they 
are to sell. 

Selling space is often discouraging work. 
When the "force" has been out for a day 
some of them are bound to come back down- 
hearted because of lack of success. It is 
then that the Business and Advertising 
Managers must put new "pep" and life 
into them, the same as any sales manager 
has to do to keep his men "keyed up." 



Determination 

Determination is a great factor in the 
success of an advertising solicitor. He must 
be able to take a rebuff without being offended 
and without losing heart. This will be hard 
to do at first, but like everything else becomes 
easier with "practice." After a while he 
will grow thick skinned and a rebuff will 
only thicken his skin still more and make 
him more determined than ever to land the 
next prospect he calls on. 



58 



College Annual Business Management 



Confidence 

Confidence in one's self and in the value 
of the space is another great factor in success. 
If the solicitor knows his space is of value 
he will approach the prospect with confidence 
and this confidence will be evident both in 
the way he carries himself and in the way 
he presents his proposition. 



Preparation 

Kindness is one of the attributes of a good 
salesman. Live the Golden Rule in small 
things. 

Always be courteous. Always be friendly. 
If you would make friends you must be a 
friend. A friendly attitude on your part 
begets friendliness from the other fellow. 

Dress well, but not foppishly. The salesman 
should be "perfectly" dressed. Extremes 
of style are imperfect. Perfect dress will 
not attract undue attention to the clothes. 

Carry your head well, as if you have con- 
fidence in yourself and your goods. 

Be cheerful habitually. 

Be non-selfish, — Act non-selfishly. 

Keep your hands in good clean condition. 

You are selling a "Service" to the merchant. 
Keep in mind that good service to those in 
your territory is up to you. 

Use a definite sales talk. Do not repeat 
this talk in a parrott-like way but say it as 
if you meant it. 

Every prospect will differ. Therefor in 
all probability, you will not give your sales- 
talk alike to any two men. 

The chief reason for a prepared sales talk 
is that you can continually bring a prospect 
back to the "point in your story where you 
left off , " after he has interposed some thought 
or objection or has thrown you off the track 
of the sale by suggestions irrelevant to the 
subject in hand. 



Prospecting 

The salesman's "territory" is his field of 
endeavor. 

Analyze it so as to get most out of it. 

Be sure and find all the prospects in it 
who can profitably use Annual space. 



Tabulate all information regarding your 
territory which is of any value, such as dates 
to call back on a prospect, etc. Keep this 
tabulation in ready form. 

Learn the prospect's name in advance 
wherever possible. Try to determine some 
main facts about his business. The more 
intelligently you can talk regarding his busi- 
ness the better are your chances for selling 
him space. 



Interviewing the Prospect 

Use a card. A personal card is usually 
better than a business card. If possible, get 
a letter of introduction to the prospect from 
some mutual friend. 

Be mentally alert. 

Use your Imagination. 

Have confidence. Show it in a quiet dig- 
nified way. 

Appeal to the prospect's "senses." 

The sense of sight may be appealed to by 
calling attention to the fine appearance of 
the book, or previous annual, its size, shape, 
print, pictures, etc. 

The tactile sense may be appealed to by 
calling attention to paper quality and binding. 

Prospect may be given idea of worth of 
book by its weight. 

Beauty, harmony, etc. can be used to 
appeal to color sense. 

Appeal to the prospects business "sense" 
by showing him how space in your Annual 
will produce results for him and what your 
School is doing in the way of backing up 
his ad so that results may be certain. 

Don't get into an argument. 



Creating Desire 

In order to desire space in the Annual 
the prospect must: 

Recognize that he lacks something. 

That your space may fill this lack. 

His imagination must picture conditions 
if he possessed what he lacks. 

Do all you can to produce these feelings 
in the prospect. 

The prospect must have confidence in you 
before he will buy. 



Selling Advertising Space 



59 



Answering Objections 

Be ready to answer objections on the part 
of the prospect with facts as to why these 
objections are all founded. Know your goods 
(how the space will benefit him) and you 
will be able to do this. 

If you can, in your sales talk answer ob- 
jections which he may bring up, before he 
has the opportunity of doing so, you are 
that much ahead. The prospect respects 
you, — thinks you know what you are talking 
about. 

You will be able to do this more readily 
after you have interviewed a few prospects 
and tabulated their objections. 

Make note of objections — write them down 
after the interview — with the idea of finding 
answers to them to be used on the next pros- 
pect bringing them up. 

You will find that there will be only a 
few real objections and that these will be 
brought up by practically every prospect. 

Be prepared to incorporate answers to 
these into your sales talk so as to forestall 
the objection. 

Getting the Order 

Do not talk yourself into an order and then 
talk yourself out of it again. 



Try to know the psychological moment 
for getting the prospect's "yes." This is 
very difficult but you will acquire the ability 
to a great extent through practice and ob- 
servation in actual interviews. 

The greatest factor in influencing a pros- 
pect to say yes, is not additional data or 
information regarding the value of the space 
but — a careful weighing of the "fors" and 
"againsts"in such a way that the "againsts" 
when contrasted with the "fors" will seem 
outweighed and insignificant. 

The majority of salesmen are never able 
to close orders because they just keep right 
on persuading until they talk themselves out 
of a sale. The balancing or weighing an 
idea is a new step of interest to the prospect 
and should be done when the prospect is 
at a point when he is just about ready to 
say yes or is on the fence. 

The prospect will do this weighing in his 
own mind, in fact, is constantly doing it or 
trying to do it when the salesman is talking 
to him. 

If he does it himself he will do it to suit 
himself. 

If the salesman does it for him it is done 
to suit the salesman. 



SECTION VII 
BUSINESS METHODS AND SPECIMEN FORMS 



CONTENTS 

Page 

Importance of Using Business methods 63 

Double Purpose 63 

Banking 63 

Pass Book 63 

Check Book 63 

Accounting 64 

The Cash Book 65 

The Ledger File 65 

Check Books and Stubs 66 

Subscription Blank File 66 

Book for Petty Cash Expense 67 

Bill File 67 

Filing System 67 

Correspondence 67 

Advertising Contracts 67 

Subscriptions 67 

Packages Sent Out 6j 

Billing 67 

Making Remittances 68 

Checking Engravers Bills 68 

Collections 68 

Subscriptions 68 

Senior Fees 68 

Organization Accounts 68 

Advertising 68 

Delinquents 69 

Purchasing 69 

Supply Records 69 

Monthly Reports 70 

Final Report 70 

Distributing the Books 71 

Specimen of Forms, Contracts, etc 72 to 92 



BUSINESS METHODS and 
SPECIMEN FORMS 



IMPORTANCE OF USING BUSINESS 
METHODS 

No business, not even a College Annual 
is safe without accurately kept accounts. 

The publication of an Annual involves 
the Collection and Expenditure of a con- 
siderable sum of money, all of which must 
pass through the hands of the Business Man- 
ager. He is the representative and the agent 
of the class in conducting this business enter- 
prise, and, as in any other business concern 
should be held strictly responsible for every 
penny. 



Double Purpose 

However, the keeping of accounts is not 
only for the purpose of showing what moneys 
have been received and for what spent. Pro- 
gressive business men of today realize that 
accounts have another function aside from 
merely accounting; a function just as important 
if not more so than showing collections and 
disbursements. That function is to show the 
Manager where the business is heading. Ac- 
curately kept accounts are used by the manage- 
ment of up-to-date business offices as charts 
indicating the course of the ship in the busi- 
ness sea. The Manager who understands 
their use can foretell when to expand, when 
to retrench, when to increase speed, or slow 
up. You can use your accounts for the same 
purpose. 

To be sure there are records to be kept, — 
records of subscriptions, cash receipts and 
payments, advertising contracts, contract and 
transactions with engravers, photographers, 
printers and binders and a hundred and one 
other things. These transactions must be 
kept as a matter of record. 

But — with your accounts up to date, you 
can also tell, by frequent comparisons and 
summaries whether your receipts are coming 
up to estimate or not. If you are falling 
behind on any items, your accounts will 
tell you where, and an effort can be made 



to catch up. By comparing the records of 
expenses with estimates you can stop any 
excess before it is too late and prevent prob- 
able financial failure. 

So you see there is a double purpose in 
keeping accurate accounts. First, to give 
an account of your stewardship and second 
to at all times show you "where you are at." 



BANKING 

Pass Book or Bank Book 

Go to your banker and tell him you are 
the Business Manager of the Annual and 
wish to open an account. 

Bank Book 

He will give you a bank book in which 
will be entered all your deposits as you 
make them from day to day. This book is 
your receipt for money deposited, so never 
make a deposit without taking your book. 
If you should forget your book sometime, 
you will make out a duplicate deposit slip 
which the teller will sign and return to you. 
You can then have him enter from this slip 
into your book next time a deposit is made. 

Check Book 

Your banker will also give you a check 
book. One with one hundred checks will be 
large enough for most schools. If not, however, 
ask him for another when the first one is 
used up. 

If you have never done business with a 
bank before and do not understand the system 
of checking, etc., ask your banker to explain 
it to you. He will be glad to give you all 
necessary information. Each check you will 
note has its "stub." The check is torn out 
and issued, — the stub retained. Each check 
must bear a number, date, name of party 
to whom you make the check, and amount, 
and be signed by the Business Manager. 



64 



College Annual Business Management 



The stub should carry the same data ex- 
cept signature. 

When signing checks it is best to sign first 
the name of the Annual, then your own name 
as Business Manager. 

Checks given out by various banks will 
differ slightly in detail but the general char- 
acteristics are the same as shown on page 
eighteen of this Section. 

The checks and the corresponding stub 
should be numbered. That is the first thing 
to do with the check book. The first check 
and its stub should both be numbered one, 
the next check and its stub should both be 
numbered two and so on in sequence until 
every check and stub has its proper number. 

On stub number one should be entered, 
in its proper place, the amount of your de- 
posit as shown in your bank book. 

When check number one is issued, sub- 
tract the amount from the amount on deposit 
and carry the balance forward to stub number 
two. As future deposits are made and checks 
issued, follow the same system. 

Be very accurate in getting the amounts, 
additions and subtractions correct, other- 
wise there may occur an embarrassing mistake 
and you may issue a check for a larger amount 
than that which is on deposit in the bank 
and the check will be returned to the party 
you gave it to, marked "Insufficient Funds." 

The first of every month the bank gives 
to each of its depositors a "statement." This 
statement shows the balance in the bank 
from the preceding month, the number and 
amounts of the checks drawn during the 
month and the balance in bank at the end 
of the current month. With it are returned 
the cancelled or paid checks which you have 
issued during the month. 

Make it a point to call at the bank for your 
statement the first of each month and com- 
pare the bank's statement with the stubs 
and balance as you have them in your own 
book. 

Note carefully if all the checks you have 
made out have been returned and paid in 
order that your balance may agree with that 
shown by the bank. 

When you issue a check it has to be endorsed 
(signed on the back) by the person receiving 
it before the bank will honor (pay) it, so the 
check becomes a receipt. 

Keep all Cancelled Checks. 



Keep all Check Stubs or Check Books even 
after you have used the books up. 

Do not pay out any cash. Every cent 
received should be deposited and no accounts, 
especially small ones, should be paid except 
by check. Daily bank deposits should be 
made. 

The Business Manager and his staff will 
have certain small expenses, such as postage, 
telegrams, express charges, carfare, etc., and 
these he should enter in a small book. To 
cover them he should draw himself a check, 
keeping the small amount of cash in a cash 
box to be used as needed. The check so 
drawn should be marked what it is made 
out for as should also the stub. 

All careful bookkeepers fill out the stub 
first, before filling out the check. This pre- 
vents a common mistake of filling out the 
check and tearing it out with the stub left 
blank and no record of what the check was 
made for or to whom given, when later the 
error is discovered. 

It is well to write on each stub and on the 
bottom of the check a few words indicating 
what the check was issued for. 

Too much care cannot be used in writing 
checks and keeping your check book entries 
straight and accurate. 



ACCOUNTING 

If there is a member of your staff who 
knows how to keep a regular set of books, 
give him the job. Or if you know of any one 
in the college who is competent to keep books, 
put him on your staff and give him the job. 

It is impossible in this short course to in- 
struct you in the accepted methods of modern 
bookkeeping. However a complicated set 
of books is entirely unnecessary in the manage- 
ment of the Annual. 

The system which we will explain here, 
while if you understand it, will not make 
you an expert Accountant, yet will be ade- 
quate to keep your accounts straight. 

The system is the simplest one we know 
of and yet very practical. It goes without 
saying the simpler the system the easier it 
will be to understand and keep up, particularly 
for the young Manager who knows nothing 
of Accounting. 



Business Methods and Specimen Forms 



65 



You will need to keep the following Ac- 
counts: 

1. Cash Book 

2. Ledger Card File (and Ledger, if you 

wish) 

3. Check Book and Stubs 

4. Subscription Blank File 

5. Memorandum Book for Cash Expense 

6. Bill File 



The Cash Book 

The Cash Book is for the purpose of recording 
all moneys received or expended. 

A sample page from the Cash Book will 
be found on page nineteen of this Section. 
Turn to it. 

All money received is entered under " re- 
ceived" (debit side). 

All money paid out is entered under "paid 
out" (credit side). 

Notice that your first item is the Bank 
Balance as at November second. 

The second item is money received from 
Jones & Co. Both of these items have been 
placed under the received column because 
they are money either on hand (bank balance) 
or coming in. 

The third item is one of money paid out 
to Brown & Co. for typewriter rent and is 
therefore placed in the "paid out" column. 
This was paid by check as designated by 
CK-i immediately before the item. The 
check number placed here should corres- 
pond with the number on the check given 
to Brown and Company as shown by the 
stub in the check book. 

The fourth item is money received from 
the Sigma Delta Chi Fraternity. 

The fifth is a lump sum received from sub- 
scriptions numbered 155 to 301. Those are 
the serial numbers on the pads of subscription 
blanks. You might have several such entries 
to make each day. 

The sixth and seventh items are moneys 
paid out by check to Brown & Company and 
Engraving Company. 

The eighth is money received from a Class 
Play. 

The ninth is money paid out for postage. 

The tenth item is a check paid out to the 
Business Manager which he cashed. He 



placed the cash in the cash box and will draw 
on it as he or other members of the staff 
need money for expenses. He will keep 
account of their small expenditures in his 
Memorandum Book for Cash Expense. 

Note that there is one column showing 
from whom money was received or to whom 
paid out, another showing what the money 
was for. After the page is full, total the 
column as shown. 

A new page should be used each month. 
If your expenses are small, one page probably 
will do for a month. If not, use as many 
pages as necessary but if so be sure and carry 
the totals at the bottom of the filled page 
to the top of the next page. 

This is necessary because at the end of 
the month you will total your columns to 
determine receipts and expenditures and unless 
totals are carried forward from preceding 
page (if more than one page is used for the 
month) you may forget to add preceding 
pages to the last one. 

Of course, if only one page is used for the 
month, then the totals at the bottom of the 
page should not be carried forward to next 
months page. 

However, whether you use one or more 
pages always head the month ivith the bank 
balance. This balance you will find on your 
monthly statement given out by the bank. 

Cash books containing pages like the one 
shown can be purchased from any business 
stationer. 



THE LEDGER CARD FILE 

The Ledger Card (specimen of which is 
shown on page twenty of this Section) if 
used for recording transactions with those having 
accounts with your Annual. By having ac- 
counts we mean such parties, firms or organiza- 
tions who purchase from you and promise to 
pay on a certain day but do not pay cash when 
the transaction is made. 

You will have accounts with: 

Each advertiser 

Senior Class 

Each Organization 

Each Fraternity. 

Ledger cards like the one shown on page 
twenty can be purchased from any business 
stationer. 



66 



College Annual Business Management 



There should be a card made out for each 
account. 

The cards should be kept in a file in alpha- 
betical order. Be sure they are in alphabetical 
order at all times and that all cards are placed 
back in the file after being referred to. 

There is only one disadvantage in a ledger 
card file and that is the possibility of cards 
being taken out of the file and misplaced. 
When that happens you lose track of the 
status of the account. 

In order to avoid this (and if you wish) 
we would advise keeping a ledger book, the 
pages of which are ruled in the same way 
as the card. In this ledger should be copied 
the accounts from the cards. In fact the 
accounts in the ledger should be exactly 
like the cards. When you make an entry 
on your card, it should also be copied into 
the ledger. Consequently, if you lose a card, 
you can make out a duplicate from the ledger. 
The cards, however, are handier to refer to 
and should be kept. 

By turning to the ledger account card you 
will see that the Account is with John Jones 
& Company who has purchased on February 
twenty-first one page of advertising in the 
Annual for which he will pay you $25.00. 
Consequently you debit his account with that 
amount as is done on the left hand side of 
the card. Always put down the date and 
what the account is for. 

On the right hand of the card is the credit 
column in which you will give John Jones 
and Company credit for everything he pays 
you and the date on which he pays. Observe 
that on February 21st (the day he purchased 
the space) he paid $12.50, — on March 1st — 
he paid an additional $5.00, and on March 
15th he paid the balance $7.50. He has then 
paid his account, and you draw a line below 
the payments, and total them. You also 
draw a line at the left in the debit column 
and place the amount below as shown. 

Until he has paid in full his account is an 
"open account." When he has paid in full 
his account is a "closed account." 

Consequently your card file should have 
two alphabetical indexes, one for open ac- 
counts, one for closed accounts. 

As long as an account is open keep it in 
the open account file. When paid up, place 
it in the closed account file. 



Check Book and Stubs 

This has already been discussed under 
"Banking." We caution you again, however, 
to keep your stubs and cancelled checks, 
filing them by numbers. 



Subscription Blank File 

You would have too many ledger account 
cards if you were to treat each subscription 
as an account. Also there would be too many 
entries to make into the cash book if each 
subscription were to be entered therein singly. 

Therefore you open a file for subscription 
and sale of books. 

By turning to the specimen subscription 
blank shown on page twenty-seven of this 
Section you will see that it is made up of 
three parts. The left acts as a stub, the center 
is for filing in your Subscription Blank File, 
and the right is given as a receipt to the 
purchaser. 

Now by filing these center sections of the 
blank in a file alphabetically you have two 
checks on the subscriptions and sales. You 
have an alphabetical file formed by the center 
section and your stubs in the book give you a 
numerical file. This is sufficient so that you 
will not need to make out a ledger card with 
each purchase of a book. 

However, the moneys taken in either by 
subscriptions or sales of books should be 
entered in the cash book as is shown by the 
specimen cash book page. Notice under 
November 4th there is recorded "Subscriptions 
155 to 301 — #292.00. Recording the numbers 
of the subscriptions in the cash book together 
with the amount gives you still another record 
of subscription and sales. 

You may have to make several such entries 
some days as various members of your staff 
or others helping in the subscription campaign, 
turn in their books or parts of them, each 
having separate runs of numbers. 

As the subscriptions are turned in the 
center sections of the blanks should also 
be turned in together with the stubs, for 
filing, so that in case any salesman does not 
sell books for all the blanks in his subscription 
book, he may yet keep his book and you 
will keep your accounts straight. 

A record should be kept of who receives each 
subscription blank book and he or she should 



Business Methods and Specimen Forms 



6 7 



be made to turn it in at a certain time. All 
blanks sold, however, should be turned in every 
day. This is important. 



Book for Petty Cash Expense 

In this should be kept an account of small 
expenditures made by the staff. Date, amount, 
to whom given, and what spent for is all 
that is necessary. For instance: 
Jimmy Kelly 
Nov. I Car fare and [ $1.25 
Lunch 



Bill File 

By filing all your unpaid bills in one file 
and paid bills in another, you can do without 
opening accounts with firms from whom you 
purchase. 

You should try and pay all your monthly 
bills by the 10th of the month after purchase. 
This will allow you to take discounts, usually. 

At any rate, keep your unpaid bills in one 
file and your paid ones in another, because 
in making up your monthly report it will 
be necessary to refer to unpaid bills and you 
will, of course, keep your paid bills as re- 
ceipts for safety's sake. 

By keeping the aforestated accounts strictly 
up to date at all times you will be able to 
lay your hands on any detail you wish. 



FILING SYSTEM 

We have called to your attention previously 
in this course the necessity of keeping all 
correspondence, contracts, etc. in systematic 
order so that you can at any time lay your 
hands on any data you wish. 

Your correspondence can all be filed in 
the ordinary letter file. Correspondence should 
be filed alphabetically with a folder or jacket 
made out for each letter of the alphabet, 
each folder to hold letters addressed to parties 
whose names begin with that letter. Each 
folder should be tabbed with a letter at the 
top for easy references. Such folders can 
be purchased from any stationer, or no doubt 
you can get them from the supply room of 
your School. 

Each letter and its reply should be filed 
consecutively by date, and clipped together 



that way, so that you can run thru all the 
correspondence with a certain party in regular 
sequence, that is, without having to shift 
all letters in order to make sense. 

Make carbon copies of all your letters and 
file the carbon in its place, next to the letter 
it answers, if any. 



Advertising Contracts 

For the Advertising Contracts, a file supple- 
mented by ledger account cards should be 
kept. The card file is for the purpose of 
entering data regarding contracts should any 
be necessary, as well as for filing the con- 
tracts. This file should be kept in alphabetical 
order. 

Another book for the purpose of recording 
who on the staff sold the various contracts 
may be kept. This book is optional, as such 
notations can be made directly on the con- 
tract. A book, however, will give you a 
quick summary by names of solicitors and 
may be useful when "pepping" up the sales- 
men. 

Subscriptions or Advance Sale Reserva- 
tions 

These should be kept in another card file 
record. The stubs of the coupon books may 
form a second check. The card file should 
be kept in alphabetical order while the coupon 
book will, of course, give the serial order 
number. Thus all reservations will be classi- 
fied two ways. 

Packages Sent Out 

A gum label numbered to correspond to 
a stub will give a check on all packages sent 
out. This stub should carry date, contents, 
to whom sent and how shipped. 



BILLING 

The Annual should have a regular state- 
ment or bill form to be sent out to those 
with whom it carries accounts. This bill 
or invoice should be made out like the one 
shown on page twenty-two of this Section. 
Statements should be sent out regularly. 
When part has been paid this should be stated 
on the bill together with balance due. 



68 



College Annual Business Management 



Making Remittances 

Usually the cancelled check (returned check, 
countersigned by party to whom it was made) 
is sufficient receipt and therefor should be 
kept filed. 

However, if you desire receipts, the invoice 
(bills) should be included with your check 
when payment is made. 

All invoices have a number. Therefor if 
invoices are not returned together with your 
check when payment is made, you should 
always give the respective numbers of the 
various invoices covered by your check. This, 
so that the party receiving your check will 
know what the remittance is for. 

CHECKING ENGRAVER'S BILLS 

When a consignment of drawings or photo- 
graphs reaches the engraver, he divides it 
into groups according to the engraving pro- 
cess it is to go through. Photographs for 
halftones with the same style of finish or 
same reduction, for instance, are grouped in 
one shop order. Copy requiring art work 
will receive another shop order, while color 
work is handled in a still different way. Each 
shop order is given an identifying number 
and is carried through the various engraving 
departments and kept intact until the work 
is completed, invoiced and delivered to the 
Annual. 

It is evident, therefore, that in most cases 
it is impossible for an engraver to complete 
and bill out his work in the same job lots 
as you send them to him. 

This need not lead to any confusion, how- 
ever, as invoices are usually accompanied 
by an identifying proof of each plate completed 
and charged therein. You can therefor check 
the prices on the bill by measuring the proofs 
and referring to the engraver's scale. When 
checking up the prices by the proof, bear 
in mind that on all four sides of a half tone 
there is a beveled edge one eighth of an inch 
wide to permit of the metal being tacked 
to the wood base, so that every halftone 
actually measures one-quarter of an inch 
larger each way than the proof indicates. 

If an error is found, return the bill at once 
with notations attached, giving engraving 
number, charge on the bill and the scale 
price. 

If bill is found correct, 0. K. it and file 
ready for payment. 



COLLECTIONS 

No business is ever a success financially 
unless close attention is paid to collecting, 
and it is up to the Business Manager to push 
this part of the work. 



Subscriptions 

Collect all subscriptions in advance — at least 
half the book price at time of subscription, 
the balance on or before delivery of the book — 
Never Afterward. A model subscription blank 
is shown on page twenty-seven of this Section. 



Senior Fees 

Place the dead-line for insertion of Senior 
pictures about December first. Make out 
questionnaires for the Seniors to fill out. These 
questionnaires can be turned in to the Editorial 
Department, the coupon torn off and given 
with the fee to the bookkeeper. This will 
prove a satisfactory check on money paid 
by Seniors as these coupons can be filed away. 
See pages thirty-two and thirty-three of this 
Section for model questionnaire. 



Organization Accounts 

The same policy can be followed with 
organizations. Accounts may be opened with 
social organizations which will allow them 
to make payments when convenient. A 
questionnaire should also be sent to these 
organizations. See page thirty-four of this 
Section for model questionnaire. 

Make it a point, however, to collect all 
club, fraternity and other assessments as 
early in the year as possible. Bear in mind 
that oftentimes "the early bird gets the worm," 
particularly when there aren't enough worms 
to go around. 



Advertising 

Your advertising contracts call for payment 
when proof of insertion is made, or in other 
words, when proof is submitted showing the 
advertisement is set up and ready to be printed. 
If you get your contracts signed early and 
copy in the hands of the printer he can print 
the advertising Section weeks in advance 
of the body of the book. 



Business Methods and Specimen Forms 



69 



By running a few extra sheets of such ad- 
vance printing of the advertising section the 
printer is able to send the Business Manager 
one or two perfect prints of each advertise- 
ment, so that he can collect in advance of 
the appearance of the completed book. There 
is no extra cost attached to this and you can 
collect your advertising accounts, get the 
money in the bank and have this part of the 
work out of the way before the books are 
delivered. 

If you follow the plan for backing up the 
local advertisers which was explained in the 
preceding section you should have no trouble 
in collecting the advertising accounts in ad- 
vance. As before stated, the merchant is 
more interested in getting sales from his ad- 
vertising than in seeing his ad in print and 
if he realizes that you are helping him make 
sales he will undoubtedly help you out. 

A form letter to foreign advertisers will 
no doubt accomplish like results, if accom- 
panied by proof of insertion (the printed 
proof) even though not yet bound into the 
completed book. See page twenty-nine of 
this Section for model advertising contract 
form. 



Delinquents 

All delinquent accounts of whatever nature 
must be kept after persistently. That is one of 
the important parts of a good collection system. 

A good collection man, will, of course, 
collect his money without getting the de- 
linquent "sore,"— that's the trick. A letter 
or solicitor should be firm and business like 
but not aggravating or insulting. 

Many students are tried by collection men 
in an endeavor to wake up the delinquent 
by something out of the ordinary. I remember 
a collection letter with a great big pin stuck 
right through the middle of it, and requesting 
the delinquent to make out a check and mail 
it at once pinned to the letter. 

Another one I remember is a piece of red 
string enclosed with the request that the 
delinquent tie it around his finger so as not 
to forget payment. 



PURCHASING 

A necessary part of a business organization 
is an efficient purchasing system. 



If the Annual is a large one involving a 
big sum of money, it is well to add to the 
staff a member who will have charge of buying. 
He should make a study of markets of supplies, 
check all purchase orders and be in close 
touch with the accounting department in 
checking all accounts payable. 

Before the Editor or any member of either 
staff can buy or order anything he must 
have a purchase order signed by the purchasing 
agent and 0. K.'d by the Business Manager. 

The purchase order, a model form of which 
is shown on page twenty-three of this section 
should be made out in duplicate. The first 
copy must be given to the merchant and 
the duplicate, estimated as to price, marked 
with this estimate. 

In this way the Business Manager has 
absolute check and control over the expendi- 
tures and knows at all times where he stands. 
Every order of engraving sent in by the Editor 
must be accompanied by a signed purchase 
order. This order price is estimated from 
the chart accompanying the engraving con- 
tract the Manager knowing just how the en- 
graving is running. It is a very satisfactory 
and necessary check on engraving as well 
as other expenditures. 

Any order, however, such as the printing 
and binding — a contract made direct by the 
Business Manager — does not require a pur- 
chase order. 



Supply Records 

The purchasing agent should also have 
a system for checking supplies on hand. This 
record should be kept by a card index system, 
the cards so kept that the amounts on hand 
together with their values can be figured at 
any time for inventory purposes. A model 
form is shown on page twenty-five of this 
Section. 

All new supplies should be entered on a 
card, one card being used for each kind of 
supplies, one for letterheads, one for envelopes, 
etc., etc. 

The value of each item should be placed 
at the right, then the average amount used 
per week or month and then the balance 
on hand. 

All supplies should be drawn from the 
Supply Department by requisition a model 
form of which is shown on page twenty-four 



7o 



College Annual Business Management 



of this Section, the requisition signed by 
the department head, either Editor or Business 
Manager. 

Entry should be made on the supply record 
card as soon as supplies are drawn, the amount 
deducted from the former stock on hand 
so as to ascertain the balance. 

This balance serves two purposes. 

i. To let you know the value of stock on 
hand at any time. 

2. To let you know when to purchase 

additional supplies. 

3. This is done by figuring the average 

used per week into the balance re- 
maining. Of course it will take a 
short period for you to ascertain 
the average used. That cannot be 
done until the system has been 
working a few weeks. 
When the Annual is not of the largest, 
the accounting, purchasing and supply systems 
can all be handled by the same man. 

At any rate it is well to start out that way. 
If one staff member cannot handle it all, 
then additional help can be added, as in any 
other business enterprise. 



MONTHLY REPORTS 

The first of each month the Business man- 
ager should prepare a statement or report 
showing how the business was conducted 
during the preceding month. 

In making these reports use will be made 
of the data drawn from the accounts. 

Page twenty-one of this Section illustrates 
a model form of report which will show the 
net assets and the gain or loss from the month's 
business. 

The two upper sections you will see are 
given to the cash business for the month and 
are made up from the entries in the Cash 
Book. 

In the Debit section you enter money re- 
ceived during the month. First the cash 
on hand and in bank as on the first day of 
the month. 

Then money received from sales, subscrip- 
tions, advertising organizations and miscel- 
laneous is entered opposite those subdivisions, 
as well as any bad checks which have been 
made good. 



Under Credits you enter moneys which 
you have paid out, to engraver, printer, for 
sales and distribution, payroll, office supplies, 
payments to board and miscellaneous, as 
well as bad checks you have received. 

The difference between the sum of the 
Debits and Credits will show how the business 
has gone for the month. // the Debits are 
greater than the Credits you have gained. If 
the Credits are greater than the Debits you 
have lost. A loss should be shown in red ink. 

The two lower sections are given to the 
account business for the month. In making 
up the debits and credits here it will be neces- 
sary that you refer to the ledger cards and 
your bill files. 

Under debits the first item is the balance 
on accounts receivable for last month, which 
means that for the April statement you would 
enter the unpaid balances of the accounts 
receivable at the first of April. These would 
be such accounts as advertising contracts, 
contracts with Fraternities, Organizations, etc. 
Below this opposite new accounts receivable 
entered would be placed the new contracts 
made during April. 

Under credits the first item is the balance 
on accounts payable or in other words the 
unpaid bills on hand at the first of April. 
Your new accounts payable entered would 
be the bills received during April. Accounts 
receivable paid would be the amounts paid 
you on account by advertiser, fraternities 
or whoever you have account ledger cards 
with. 

Discounts and credit adjustments would 
be for instance those owing you, taking their 
discount when paying their bills. Also other 
credit adjustments resulting in loss to you. 
Bad accounts, — those which you know you 
won't collect are also placed here. 

The difference between the credits and 
debits will be the net book account balance. 
The debits should be larger than the credits 
to show any worth. 

The sum of the Net Cash Balance and the 
Net Book Balance will give you your total net 
assets. 

FINAL REPORT 

After the books have been printed, paid 
for and delivered, a final report should be 
submitted showing the status of the enter- 
prise. 



Business Methods and Specimen Forms 



71 



In making up this report you can use a form 
very similiar to the Cash Account Section 
of the monthly report. The item of Bad 
Accounts charged off should be added to the 
Credits section and the subscription item 
left out of the Debit section because in the 
final report all subscription should have been 
turned into sales. 

This report should of course carry totals 
for the entire enterprise and consequently 
you will add the item sums of each month, 
with the exception of cash on hand and in 
bank, which will only be the actual amount 
which is on hand or in bank, and not the 
sum of those items for the several months you 
have been doing business. 

Otherwise the sums may be added. For 
instance, if you have kept your books reg- 
ularly the sum of the "sales" made each 
month will make the total for the year. 

There will be no subscriptions, because 
as stated before there will be sales and sub- 
scriptions no longer. Therefore a careful 
reckoning should be made to find the exact 
amount of money taken in from book sales. 
Your cash book should give you this total. 

And so on down the column. 

Subtracting the total credits from the total 
Debits should give you the exact status of 
affairs, a net cash gain or loss. 

In an ideal closing of books the net cash 
balance should be nothing, but in "real life" 
it never works out that way. You'll either 
be a little to the good or a little to the bad. 



DISTRIBUTING THE BOOKS 

Do not make the mistake of delivering 
any books whatsoever, even to those who 
have bought in advance, until all your books 
have arrived. Make all the distribution at 
one time. 

The time to push the sale of an Annual 
is when every one is talking about it and 
asking the other fellow, "Where's your copy?" 
If you put out one consignment of the books 
before all copies have been received, you will 
note that the impetus has all been taken 
out of the sale and it will be hard to sell the 
remaining copies because nearly everyone will 
have seen some one else's copy, perhaps read 



it through, and will have lost that keen interest 
and anticipation with which the Annual is 
always greeted on its first appearance. It 
is just another instance of a very common 
trait that makes us all want something new 
while it is new and lose interest in it after 
it becomes a few days old. 

On the day the Annual is to be distributed, 
it is a very good idea to have the Editor or 
some popular Faculty member review the 
book at chapel and have the final sale and 
delivery begin immediately afterwards. 

See the news editor of the local paper and 
get him to give you a write up for your annual. 
This will serve to advise the Alumni and 
others interested in the book that it is on 
sale, and will usually result in many calls 
for copies. 

Never sell any left over copies at reduced 
rates. Such practice will only hurt the sale 
of next years Annual. 

The final distribution of books is quite 
a problem in a large College. To place thou- 
sands of books accurately in the hands of 
their owners with minimum inconvenience and 
loss is a task. 

One successful Business Manager of a large 
Annual has the following to say regarding 
his method of distribution. 

"To accomplish this distribution, I worked 
on the assumption that a constantly moving 
line would bring the desired results without 
much dissatisfaction or discomfort. Three 
stops would be necessary: 

1. To receive the advance reservation card 

2. To make payment 

3. To receive the book. 

"This arrangement I thought would prove 
satisfactory. But to avoid as much delay 
as possible I had all reservation files gone 
over several times to insure that every card 
was in its proper alphabetical place. Provision 
was made for sufficient file clerks to keep 
the line constantly moving. 

"A complaint desk was established to take 
care of all mix-ups and to make necessary 
adjustments. 

"This arrangement proved to be very 
satisfactory in distributing the books. As 
a means of success it might be stated that 
there was not a single reservation receipt 
presented whose corresponding card could not 
be found and the book delivered. 



72 College Annual Business Management 

"There were no adjustments made which "Many details make perfection, but per- 

were not satisfactory to the purchaser, or fection is no detail." 
that represented a loss to the management." 

The above graphic description of a successful SPECIM ENS OF FORMS 

distribution of books brings out very clearly CONTRACTS ETC 
the fact that the Business Manager who 

conducted it had used business methods all The Art Crafts Guild can furnish all of 

through the year and that on the day of final the forms shown in following pages — write 

reckoning this systematic habit showed results, your engraver for prices. 



Business Methods and Specimen Forms 



73 



By 


DEPOSITED IN 

NAME OF BANK 

Name of Annual 






Date 


10 


CURRENCY 


Dollars 


Cents 


S 17 


35 


CHECKS 

Enter Checks Singly 




90 


15 


' 


35 


$108 


85 


| 







Sample of slip to be made out when depositing money in bank. 
Slips will be found at bank. Forms vary somewhat, each bank 
having a form peculiar to itself, but the slip shown above has 
the general characteristics. 

You make out the slip, — the teller enters this total in your bank 
book from the slip and retains the slip, giving you the bank 
book. 



74 



College Annual Business Management 



No. 1 


Date October 15th 




$100.00 


To 


1922 


Engraving House 






For 


Cuts 5-9-13 








BAL. BROT. FOR 


Dollars 


Cents 


300 


00 


AM'T DEP 


150 


00 


TOTAL 
AM'T THIS CHECK 




450 


00 




100 


00 


BALANCE • 


350 


00 






STUB 







NAME OF BANK 

Pay to the 

Order of Engraver's Name 


No. 1 


Minneapolis, Minn. Oct. 15, 1922. 


S100.00 


One Hundred and t°A 


DOLLARS 






Name of Annual 


J. Adams, Business Manager. 



The above shows a properly made out check and its stub. 

Always add deposits and subtract amount of check to balance as shown on the stub. 



Business Methods and Specimen Forms 75 




CASH BOOK 


Date 








Received 


Paid Out 


Nov. 


2 


Bank 


Balance 


$200.00 




Nov. 


2 


Jones & Co. 


Part Pay. Adv. 


15.00 




Nov. 


3 


Ck. 1— Brown & Co. 


Typewriter rent 




4.00 


Nov. 


4 


Sigma Delta Chi 


Fraternity Space 


60.00 




Nov. 


4 


Subscriptions 


155 to 301 


292.00 




Nov. 


5 


Ck. 2— Brown & Co. 


Letterheads 




50.00 


Nov. 


6 


Ck. 3 — Engraving Co 


Cuts 1 to 10 




53.00 


Nov. 


7 


Class Play 




65.00 




Nov. 


7 


Postage 






3.00 


Nov. 


8 


Ck. 4— Bus. Mgr. 


Petty Cash Expense 




5.00 


























































$1132.00 


$115.00 



7 6 



College Annual Business Management 



Ledger Account Card 
John Jones & Co., Haberdasher, Minneapolis, Minn. 



Date 




Item 


Debits 


Date 

Feb. 
Mar. 
Mar. 




Item 


Credits 


Feb, 


21 


To 1 full page Advt. 


$25.00 


21 
1 

IS 


By Cash 

By Cash 


$12.50 
5.00 




By Check 


7.50 










S25.00 


$25.00 



Business Methods and Specimen Forms 77 




I 


APR 


H, 


CASH ACCOUNT 

DEBITS 

DEBITS. Cash on Hand and in Bank 






Sales 






Subscriptions 






Advertising 






Organizations 






Bad Checks Made Good 






Miscellaneous 






TOTAL DEBITS 






CREDITS. Printing 






Engraving 






Sales and Distribution 






Pay Roll 






Office 






Payments to Board 






Bad Checks Charged Out 






Miscellaneous 






TOTAL CREDITS 






NET CASH BALANCE 






BOOK ACCOUNTS 






DEBITS. Balance Accounts Receivable from last month 






New Accounts Receivable Entered 






Accounts Payable Paid 






TOTAL DEBITS 






CREDITS. Balance Accounts Payable from last month 






New Accounts Payable Entered 






Accounts Receivable Paid 






Discounts and Credit Adjustments 






Bad Accounts Charged Off 






TOTAL CREDITS 






NET BOOK ACCOUNT BALANCE 






TOTAL NET ASSETS 






MONTHS GAIN OR LOSS 





Specimen form of Monthly Statement or report 



78 



College Annual Business Management 





STATEMENT 
fOTTY) DatP 




192 










In Account with 

THE (YEAR) (ANNUAL) 

ADDRESS 






DATE 


ITEM 


CHARGE 


CREDIT 


BALANCE 




BALANCE FORWARD 









Sample Statement which will fit needs of Annual. 



Business Methods and Specimen Forms 



79 



PURCHASE ORDER NO. 

THE (YEAR) (ANNUAL) 

ADDRESS PRICE 

FIRM 


ADDRESS 




1. All bills must show an 
order number for every 
item 

2. Send bills immediately 
after order is filled 

3. Charge this order to 
us in the name and 
with the address and 
order number shown at 
top 


Please furnish the following: 


Purchasing Agent 


Business Manager 



The above shows a model form of purchase order. There are other forms on the market 
which can be purchased from any business stationer, and which will do just as well as this 
form. 

Each purchase order however should be made in duplicate. The firm from whom you buy 
retains the original. You file the duplicate. 



College Annual Business Management 



REQUISITION FOR SUPPLIES 
THE (YEAR) (ANNUAL) 



FOR DEPT. 

STOREKEEPER — Please furnish the following supplies: 



Date 



NO. OF PIECES 



DESCRIPTION OF MATERIAL 



Signed by 



O. K. by 



Sample requisition blank to be turned in to the stores department for supplies. 

The person requisitioning the material should sign at the bottom left, and the requisition 
should be 0. K'd by the head of the department by which the material will be used. 



Business Methods and Specimen Forms 



SUPPLY RECORD 

(YEAR) (ANNUAL) 


Nature 

of 
Supply 


From Whom 
Purchased 


o 
(J 


■o 
a> 

a> 
_> 

Q 

O 


1 § 

= .2 

O ■« 

11 

o* 


o 

3 

Q 


•o 

3-M 
a> « 
to * 
<u 5 
3 & 


i 


O 

"S 




5000 Letterheads 


Brown & Co. 


$200.00 


9-18 


1000 


9-20 


1000 


4000 


$160.00 







































































The above is a sample Supply Record Card to be used by purchasing department. 



82 



College Annual Business Management 



(Month) (Day) 

Memorandum 



10:30 
A. M. 



2:30 
P.M. 



Appointment with photographer to discuss contract. 



Appointment with Editor to plan Art construction of 
book. 



Appointment with President of College to take up matter 
of purchasing books for advertising college. 



Model Memorandum Card. A card should be made out for each 
day and filed consecutively in the month. Each appointment 
made should be written on the card. 

If an appointment is changed for a date ahead write it on the 
card for that day. If business at a certain appointment is not 
finished and another appointment is necessary, record it under 
its proper date. 

By going over the file every day you will always be reminded 
of the appointments ahead of you. When a card is out of date 
discard it. 



Business Methods and Specimen Forms 



83 



.9-2 



I S 



2. "3 
Q pq 



S3 



S 



« &. Q m 



Specimen of subscription blank, made up in books of 50 to 100. The right hand section 
forms a receipt and is given the subscriber. The center section is put in a file, the slips filed 
alphabetically. The left hand section or stub is left in the book and acts as a numerical file. 



§4 College Annual Business Management 



POST CARD 



One 

Cent 
Stamp 
here 



Mr. John Smith 

Business Manager (Annual) 

University of ( ) 

Town, State. 





Alumni 
(Name 


Subscription 
to the 
of Annual) 






To the Business Manager. 










You may enter my subscription for one 
upon delivery, post paid, 


copy of the above book for which I 


agree 


to pay 






- - 


DOLLARS 


Date 19 




Signed 

































Front and reverse side of self addressed post card sent with form letter soliciting 
subscription to Annual from Alumni. 



Business Methods and Specimen Forms 



$5 



Your Name 
Business Manager 
Editor's Name 
Editor 


THE (YEAR) (ANNUAL) 


ADVERTISING RATES 

Page (Size) 

y 2 Page 


Senior Annual and 
Year Book of the 
(Name of School) 


\i Page 


1-8 Page 




Terms. Cash on demand 
upon proof of insertion 


Address 


Contract fob Advertising 



Date.. 



192.. 



To the Business Manager. 



You are hereby authorized to insert in the (year) (Annual) 

advertisement copy to occupy page space. For this 

I agree to pay cash on demand upon proof of insertion. 



The (Annual) agrees to furnish a free copy of the book only with an 
advertisement of one-half page or more. 



Remarks 



If copy is not in on time, we reserve the right to prepare and insert ad- 
vertisement. 

Accepted for the Annual. 



Signed 



(Name of Advertiser) 



The above is a model advertising contract. It should be made in duplicate. The 
advertiser retains one copy and the other is for filing in your office. 



College Annual Business Management 



Your Name 
Business Manager 
Editor's Name 
Editor 



Address 
Phone 



THE (YEAR) (ANNUAL) 



Senior Annual and Year Book of the 
(name of School) 



FRATERNITY CONTRACT 



(Name of town) (Date) 19. 



To the Business Manager: 

You are hereby authorized to insert in the (Year) (Annual) pages for the 

use of the Fraternity; to contain the following. Fill in here such items as Fraternity Crest, 
list of members, Chapter picture, etc., etc 



For this we agree to pay dollars for space occupied and in addition, 

the actual cost to the (Name of Annual) of the engravings. Payment on this contract is to be 

due (date) and all the copy including picture of active Chapter to be submitted 

by (date) 



Accepted (Name) 



(Fraternity Name) Fraternity. 



Business Mgr. 



By.. 



To insure space this contract should be filled out and returned at once. 



Model contract form for Fraternities. 



Business Methods and Specimen Forms 



87 



Date 



(Name of Organization) Agrees to pay for page of 

organization space in the (year) (Annual) at rate of 

per page; organization to arrange for all engravings with the (Annual). 

We agree to have all copy in the hand of the (Annual) by (date) and to 

pay for same by (date) The (Annual) retains the right to reject all copy, 

if payment is not made at that time. 



(Name). 



Treasurer of Organization 

(Address) 

Phone 



(Name). 



President of Organization 

(Address) 

Phone 



The above shows a model form of organization Contract. 



College Annual Business Management 



RESERVATION IN THE SENIOR SECTION CASES 

Seniors: Read the Following Carefully Before Filling Blanks. 

1. This questionnaire should be filled out and returned to THE (Annual) office, (Address), immediately 
after you have the sitting made for your Senior photograph. It absolutely must contain, in the 
space provided below, the name of your photographer in order that the (Annual) can know from 
whom to collect your picture. 

2. The sum of one and one-half dollars (S1.50), charges for insertion of the photograph in the Senior 
section, must accompany this sheet. The questionnaire will not be accepted unless the money ac- 
companies it. Make your check payable to THE (Annual). 

3. Local photographers have already been notified that all pictures for THE (Annual) must be strictly 
according to these specifications; face from eyebrow to bottom of chin to be one inch; background 
to be white. The engraver demands that he be furnished with black-and-white print, finished ac- 
cording to the glossy, "squeegie," or ferro-type method. THE (Annual) will not accept any print 
for reproduction which does not fulfill these specifications. 

4. As soon as the photographer has given you your proofs, designate the one you desire for THE (Annual), 
and print of the same will be collected by THE (Annual) staff. 

If your picture is taken by an out-of-town photographer, you must be responsible for our getting 
the print on time and according to specifications. 

5. Either mail or bring this in person to the (Annual) office before December first, or you can be given 
no representation in the Senior section. This blank represents the only obligation which will be 
taken by THE (Annual) management. 

6. Separate cuts will be required for each active group in which the Senior appears. Extra pictures 
should be ordered at the time the pictures are taken. 

SENIOR EDITOR. 



FILL OUT THESE BLANKS CAREFULLY 
(Typewritten or printed copy) 

1. Name in full 

Last Name First Name Middle Name 

2. Social fraternities 

3. Honorary fraternities 

4. Home address _ 

Town or City State 

5. College and course in University :. 

6. Membership in other University organizations 



7. Athletic activities (designate by year thus, (1), (2), etc). 

8. Publications 

9. Managerships 



Business Methods and Specimen Forms 



10. Committees.. 



11. Class offices (designate year thus, (1), (2), etc.) 



12. Miscellaneous (any other college activities). 



13. Military record and other war activities.. 



14. Photographer . 



December first is the last date! Have your picture taken NOW! 
(Do not fill out anything below this line). 



RECORD FOR RECOPY CHECK 

Questionnaire received Date 

By By 

Photograph received 



FOR BUSINESS STAFF 

Name 

Address 

Rec'd by 

Date 



PICTURE OR PORTRAIT? 

To portray your character faithfully is as important as your scholastic record. We make faithful portraits. 
Our mechanical equipment is the best known to photographic art. Sittings by appointment any time — 
day or evening — no flashlights. 

Our professional ability has stood the test of years of catering to the most exacting clientele. 

(Photographer) (Address) 



This and the preceding page show the questionnaire which can be multigraphed and sent 
to the Senior Class. 



90 College Annual Business Management 

Fill this out carefully and then return it to the (Year Annual) office, (address), before December 1, 1919: 
No material for the Organizations section can be accepted after that date. 



TYPEWRITTEN COPY 

1. Number of pages you wish to reserve in (Annual) Photographer.. 

2. Name of organization 

3. Where founded Date 

4. Number of active chapters Number of Alumni chapters 

5. Name of chapter Date established at (State) 

Resident Members 

Members in The Faculty 

Honorary Members 

Members in The University 



GRADUATES 

SENIORS 

JUNIORS 

SOPHOMORES 

FRESHMEN 

Names of members as they appear in group photo 

Name of organization 



In case you have not received proofs of your group photo when the questionnaire is returned, tear this 
off and fill in as soon as possible and return to The (Year Annual), (Address). 



Top row: 
2nd row: 
3rd row: 
Front row: 



NOTICE! 

The best equipped studio for groups is 

(Name of Photographer) 

Main 3015 (Address) 

More room, more light and better equipment, than elsewhere. 

No group to big for us to handle. 



The above is a sample questionnaire which can be multigraphed and sent to organizations. 







? 

X 
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v 
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r ~pHIS Instruction Book is 
* printed on Swetfe Finish 
White made by Di7/ & Collins 
Co., Philadelphia, Manufac- 
turers of high grade printing 
papers with and without a 
coated surface. 



1 

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I 



DISTRIBUTED BY 



The Paper Mills Company 
Beecher Peck & Lewis . 
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American Paper Co. 
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